HomeMy WebLinkAbout2018-05-22; City Council; ; Presentation of the Arts & Culture Draft Master Plan~ CITY COUNC IL
~ Staff Report
Meeting Date:
To:
From:
Staff Contact:
Subject:
May 22, 2018
Mayor and City Council
Kevin Crawford, City Manager
Richard Schultz, Cultural Arts Manager
richard.schultz@carlsbadca.gov or 760-602-2086
Presentation of the Arts & Culture Draft Master Plan
Recommended Action
CA Review l)..)t..
To receive a presentation on the current draft of the Arts & Culture Master Plan in order to inform
and provide opportunities for the City Council to comment on the proposed plan.
Executive Summary
The Cultural Arts staff has focused on the development of an Arts & Culture Master Plan
(hereafter referred to as "Plan") since the last presentation to City Council in May 2017. The
draft Plan being presented has been developed by utilizing extended community outreach and
analyzing the resulting community feedback, while also including a context for regional and
national trends through case studies. The draft Plan includes over 50 potential action items.
Overall, the Plan presents opportunities for a higher profile Arts & Culture presence throughout
the city and identifies the investments that will support the advancement of Arts & Culture in
Carlsbad. Staff is seeking additional Council comments and discussion to inform continuing
efforts on refining and finalizing this Plan.
Discussion
The City of Carlsbad has a demonstrated commitment to fostering arts and culture in the
community. This commitment is based on the understanding that the arts can add to the city's
quality of life, especially when, the city can proudly claim to be the home of a rich and vibrant
arts and culture community. This Plan builds on the vision and framework for arts and culture
established through Envision Carlsbad and General Plan policies and is intended to operationalize
those goals by:
• Identifying community priorities for the next 10 years.
• Developing measurable objectives to support those priorities.
• Creating an implementation plan that includes strategies, tactics and resource needs.
Consultant Lynn Osgood of GO collaborative, in collaboration with the Cultural Arts and
Communications staff, extended the community outreach phase from two months to over six
months and utilized two surveys in both English and Spanish to collect more extensive community
input. Additional outreach activities included convening targeted focus groups, conducting
stakeholder interviews, presenting dialogue events with the public, facilitating in-depth staff and
an Arts Commission workshop, releasing a plan preview and surveying the community via social
media. The result of this community interaction was the creation of a draft document which
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accurately reflects community interests. Specific action items were designed to deepen the
impact of arts through a heightened presence and expanded or new arts programs. The six
following themes resulted from this community input effort:
1. Support Art as an Essential Component of Daily Life
2. Foster Arts & Culture Within the Physical Realm
3. Expand Arts & Culture Learning Opportunities
4. Establish Relationships that Support a Thriving Business Sector
5. Celebrate Carlsbad's Unique History and Distinct Identities
6. Build Capacity Within the Arts & Culture Sector
These six themes provide the structure for the Plan by categorizing specific goals and action items
with each theme. The resulting draft of the Plan affirms the city's current role as a provider of
quality arts programming, while also encouraging the city to engage in new roles as a leader,
connector and partner in both a local and regional context. The Plan also identifies potential
partners, provides recommendations for staffing, offers budgetary considerations and lists
potential funding activities.
In assessing community interest through stakeholder conversations and survey responses from
over 750 residents, it is apparent that the arts and culture are core values which are essential to
Carlsbad's uniqueness. As the city begins implementation of this community-inspired Plan, it will
focus on four primary outcomes:
1. Promote Carlsbad as a vital cultural destination.
2. Encourage greater implementation of the arts in academic and social programs including
the advancement of Science, Technology, Engineering, Art and Mathematics (STEAM).
3. Support the ongoing integration of cultural arts into city policy and new project
discussions.
4. Establish relationships that support a creative and thriving local arts ecosystem which
fosters greater collaboration between the arts community and the business, education
and nonprofit sectors.
The Plan prioritizes ten potential action items which address a diverse array of focus areas
inspired by feedback from the community, arts and civic organizations and artists, as well as the
education, nonprofit and business sectors.
Staff looks to the City Council for guidance and direction regarding those strategies which
resonate in the most significant way and offer the best alignment with Council goals and interests
for the future of Arts & Culture.
No formal action will be taken at this meeting. Council input and direction will be utilized to
finalize the Plan. This draft ofthe Arts & Culture Master Plan, as referenced in Exhibit 1, has been
distributed to the City Council, posted on the City of Carlsbad website, distributed to the libraries,
City Hall, Faraday Office, Senior Center and is on file in the Cultural Arts Office.
The draft of the Arts & Culture Master Plan including appendices is available at the following link:
http://www.carlsbadca.gov/services/depts/arts/draftplan.asp
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Fiscal Analysis
Funding for the Arts & Culture Master Plan was approved in the FY 2015/16 budget for
$165,000. There is no fiscal impact in receiving a report.
Next Steps
Staff will continue to collect input from the public, the City Council, the arts community, and
fellow city colleagues to finalize the Plan . It is anticipated that staff will create a final report to
be presented to the City Council for approval on June 26, 2018.
Environmental Evaluation (CEQA)
The proposed action does not qualify as a "project" under the California Environmental Quality
Act (CEQA) per State CEQA guidelines 15378, as it does not result in a direct or reasonable
foreseeable indirect physical change in the environment.
Public Notification
This item was noticed in accordance with the Ralph M. Brown Act (California Government Code
Section 54950 et. Seq.), published and distributed at least 72 hours prior to the meeting date
and time. The planning process included seven months of surveying the community in various
events and locations, as well as outreach activities as cited on page one of this staff report.
Exhibits
1. Draft of Arts & Culture Master Plan
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Lifelong
Learning
Capacity
Building
DistinctIdentities
Business
Sector
Art in
Daily Life
Arts & Culture Master Plan
May 2018 Draft
Physical
Realm
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Exhibit 1
ARTS & CULTURE MASTER PLAN
ACKNOWLEDGEMENTS
Thank you to the more than 750 residents of the City of Carlsbad who gave of their
time, energy and ideas through individual interviews, community conversations,
focus groups and surveys. This plan is by you and for you.
City of Carlsbad
Mayor Matt Hall
Mayor Pro Tem Keith Blackburn
Council Member Mark Packard
Council Member Michael Schumacher
Council Member Cori Schumacher
City of Carlsbad Arts Commission
Cathy Breslaw, Chair
Laurenn Barker, Vice Chair
Emma Jadhav
Joan Markovits
Tina Schmidt
Bryan Snyder
Scott White
City of Carlsbad Cultural Arts Office
Heather Pizzuto, Director City of Carlsbad, Library and Cultural Arts
Richard L. Schultz, Cultural Arts Manager
Karen McGuire, Curator of Exhibitions
Tonya Rodzach, Arts Education Coordinator
Megan Gilby, Community Arts Coordinator
Chase Dougherty, Gallery Assistant
Lisa Naugler, Arts Education Assistant
Sandra Riggins, Senior Office Specialist
Mimi Kim, Administrative Assistant
GO collaborative
Lynn Osgood
Supported by: Arlene Ellwood
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1
TABLE OF CONTENTS
EXECUTIVE SUMMARY 2
The Arts & Culture in Carlsbad 2
Arts & Culture as a Core Value 2
Why an Arts & Culture Master Plan? 3
A New Chapter for Arts & Culture in Carlsbad 4
Citywide Vision for Arts & Culture 4
ARTS & CULTURE FRAMEWORK 8
Defining Arts & Culture 8
How Arts & Culture are Taking a New Role in Our Cities 8
Carlsbad's Success Stories 11
PLANNING PROCESS & COMMUNITY ENGAGEMENT 13
The Planning Process 13
Key Community Findings 14
THE PLAN 19
New Roles for the City of Carlsbad in the Arts 19
Role of the Carlsbad Arts Commission 20
Role 1: PROVIDER 21
Cultural Arts Office 21
Continue to Provide Strong Arts & Culture Programming 22
Role 2: PARTNER 23
Support Art as an Essential Component of Daily Life 23
Foster Arts & Culture Within the Physical Realm 26
Role 3: CONNECTOR 29
Expand Arts & Culture Learning Opportunities 29
Establish Relationships that Support a Thriving Business Sector 32
Role 4: LEADER 35
Celebrate Carlsbad’s Unique History and Distinct Identities 35
Build Capacity Within the Arts & Culture Sector 37
IMPLEMENTATION 40
Primary Implementation Recommendations 40
Funding Source for the Arts & Culture Sector 42
Implementation Chart 47
Program and Policy Precedents 54
APPENDICES 57
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EXECUTIVE SUMMARY
THE ARTS & CULTURE IN CARLSBAD
Throughout its history the City of Carlsbad has been a meeting place of people,
cultures and ideas. From its origins as the home of the Native American Luiseño
people, to Spanish missionaries of the late 18th century, the early farmers who
cultivated fruits and flowers, olives and avocados, and on to the executives who built
the world-class business hub it is today, Carlsbad has had a rich story to match its
abundant natural resources and beauty.
Now a city of roughly 115,000, the city is still known as a “village by the sea” and
prides itself on its small town, coastal town feel. No longer reliant on agriculture as a
sole economic engine, Carlsbad is a popular tourist destination and home to a
number of commercial and industrial enterprises. Its enviable location between San
Diego and Los Angeles, striking coastline, fertile soil and temperate climate all ensure
Carlsbad’s attractiveness and growth into the 21st century.
The arts have long been an essential component of Carlsbad life. Founded in 1986,
the city’s Cultural Arts Office provides cultural services throughout the community
and works with a host of partners to expand arts programming and arts appreciation.
One of its most popular programs has been TGIF Concerts in the Parks, a free musical
series offered each summer. The City of Carlsbad’s Art in Public Places, the first
public art program in the San Diego area, has installed over 100 works of art. Other
organizations in the city—the Museum of Making Music, New Village Arts, the
William D. Cannon Art Gallery and many others—further enliven Carlsbad’s arts
scene.
Still, previous and current visioning efforts have determined that there is a wealth of
untapped potential for arts in Carlsbad. There are opportunities that could further
enrich the lives of residents and visitors alike. A broadening of the definition of “art,”
a deeper and more layered integration of art within everyday life and a more
balanced offering of arts experiences across the city and across multiple age groups
have emerged as priorities. With additional goals and resources, Carlsbad is poised
to become a more vibrant local arts community and serve as the engine for arts
activities in the surrounding region.
ARTS & CULTURE AS A CORE VALUE
Strengths. Carlsbad sits within a regional landscape that is defined by its geography,
industries and cultures. Counting itself as part of the “North County” group of local
cities (along with Oceanside, Encinitas, Vista and others) the city is tightly connected
to its neighbors and San Diego to the south. Today, the city recognizes the value of a
strong arts and culture community as an integral part of daily life, as well as and the
strong growth of the arts and cultural economies within the region.
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Several strengths led to Carlsbad’s commitment to this core value:
● High quality programs. Among the year-round arts and culture programs
valued by residents of all ages are arts education opportunities, gallery
exhibits and special events such as the TGIF Concerts in the Parks.
● Dedicated resources. Carlsbad's investment in arts and culture is significantly
higher than neighboring cities and includes a Cultural Arts Office staff to
continually renew and maintain the excellence of our programs.
● History of partnership. These programs are the result of decades of
commitment from community organizations and volunteers. They have
fostered a deep sense of local identity by helping create iconic locations like
the Flower Fields and signature events.
Challenges. These strengths will allow us to meet key challenges before us, such as:
● Clearly defining the city’s role as a regional arts and cultural resource and
destination.
● Providing access to programming for a growing and increasingly diverse
population.
● Developing new forms of funding and new partnerships that will provide
more ways for artists and arts organizations to bring new work to the public.
● Instill arts participation as a part of daily life.
● Coordinate with neighboring cities to jointly explore programming
opportunities that will attract regional audiences.
WHY AN ARTS & CULTURE MASTER PLAN?
By creating this Arts & Culture Master Plan, Carlsbad is taking its place among the
many U.S. cities that recognize the arts, culture and creative sectors as fundamental
to their city and integral for a strong quality of life and robust economic development
strategies. With the adoption of this plan, arts and culture must take on a new role
within city government. The city can no longer serve merely as a provider, but must a
catalyst for new ideas and efforts from the creative community. To support this
change, The Master Plan must help to strategically align resources, goals and actions
between city departments and between the city, community partners, the creative
community and the city’s robust cadre of civic volunteers.
PLAN GOALS
Carlsbad has arts and culture written into its DNA. A place of natural beauty, the city
has become a popular meeting place for people and ideas as well as a breeding
ground entrepreneurship. These and other qualities have made it a national and
international business hub with a creative civic spirit. Not surprisingly, its quality of
life is recognized among the highest in the nation.
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The goal of this plan is to harness the ideas and energy of local residents and
combine them with national best-practices to create a roadmap that can help the city
not only support its existing arts and culture offerings but grow and develop into new
roles and develop new arts and culture experiences in partnership with local artists
and arts organizations.
A NEW CHAPTER FOR ARTS & CULTURE IN CARLSBAD
In 2017, the City of Carlsbad began working with
residents, artists, arts organizations and other
stakeholders on developing a plan to deepen and
expand an arts environment that is already a model
for cities across Southern California. These efforts
built upon vision and policies for the arts established
by the Carlsbad Community Vision and General Plan
and nurtured by a long-standing understanding about
the role the arts play in the vitality of a community.
The planning process has been divided into three
phases: Discover, Envision and Develop. Through public outreach in the Discover and
Envision phases the city gathered input from the community about specific ideas and
priorities for arts and culture. These recommendations and ideas emerged as the
framework of the draft Arts & Culture Plan. In these conversations residents shared a
strong desire to nurture, grow and develop the arts and culture community.
During the final Develop phase of the planning process, the input gathered from the
community was sorted and analyzed in order to discover specific ideas the
community would like to see implemented to help the city’s arts and culture sector
continue to thrive. These ideas were transformed into specific Action Items and
developed and refined further through extensive discussions with staff and city
partners. These final Action Items became the heart of the plan.
While continuing on its current course there is the opportunity for Carlsbad to
develop new ways of offering residents and visitors the delightful, sometimes
surprising and ever-engaging arts events and public art that are associated with the
city.
CITYWIDE VISION FOR ARTS & CULTURE
A vision has now emerged for an arts and culture sector in the City of Carlsbad. It
should be creative, innovative, inclusive and vital. These are the values that now
provide the framework for the Priorities and Action Items within the plan and
establish guideposts for implementing the plan recommendations over the next ten
years.
● Creative - Building on a history of civic engagement and volunteerism in and
around the arts, the city will work to enhance its reputation for vibrant,
creative community expression and gathering.
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● Innovative – Known as an incubator of business innovation, the city will
help the arts participate in developing new solutions for business,
government, education and philanthropic sectors.
● Inclusive – From a coastal agricultural community known for its beauty and
diverse communities, the city will work towards access and inclusion to the
arts for all Carlsbad residents.
● Vital – Known for its high quality of life and robust Village and Barrio
histories, the city’s arts and cultural communities will contribute to the
creation of dynamic neighborhoods, vibrant market areas and an engaging
city center.
OPPORTUNITIES ON THE HORIZON FOR ARTS & CULTURE IN CARLSBAD
While there are many strengths, there are also opportunities present that could
further the impact of Arts & Culture, such as:
● Defining the city’s role in the region and locally in arts and culture.
● Reaching additional resident populations with more arts savvy and accessible
arts and cultural programming.
● Growing demand for arts participation as a part of daily life by generating
new forms of funding and fostering partnerships to create additional ways
for artists and arts organizations to bring their work to the public.
IDENTIFYING NEW ROLES
During the Discover phase, the consensus was that to expand the city’s role in arts
and culture in Carlsbad, North County and Greater San Diego, the city should expand
its role as Provider of programs and funding to be more a Connector, Leader and
Partner. We define these terms as follows:
● Provider… to ensure that the city’s role of providing arts and culture
programming and funding to the community remains strong.
● Partner … to form cross-sector collaborations that can increase the impact of
the arts.
● Leader … to advocate for the arts with innovative ideas and stimulating
conversations with arts partners throughout the North County area.
● Connector … to bring together diverse entities to pursue mutual goals.
SIX NEW STRATEGIC PRIORITIES
Six new strategic priorities that help define these new roles were identified during
the initial phases of community engagement. They have been tested and refined
throughout the development of the plan and final specific Action Items based on
discussions about them with City of Carlsbad staff, community residents and local
creative sector professionals are now at the foundation of our plan.
1. Support Art as an Essential Component of Daily Life
2. Foster Arts & Culture Within the Physical Realm
3. Expand Arts & Culture Learning Opportunities
4. Establish Relationships that Support a Thriving Business Sector
5. Celebrate Carlsbad’s Unique History and Distinct Identities
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6. Build Capacity Within the Arts & Culture Sector
ENVISIONED OUTCOMES
The arts and culture have always been essential to Carlsbad's uniqueness and these
strengths will remain at its core as the city moves forward. The challenge for
residents is to help the city encourage and support the emerging arts and culture
landscape that becomes part of every resident’s daily life. As the city begins
implementation of this community-inspired plan, it will focus on four primary goals:
● Promote Carlsbad as a vital cultural destination.
● Encourage greater implementation of the arts in academic and social
programs including the advancement of STEAM
● Support the ongoing integration of cultural arts into city policy and new
project discussions.
● Establish relationships that support a creative and thriving local arts
ecosystem encouraging greater collaboration between the arts community
and the business, education and nonprofit sectors.
A ROAD MAP
Going forward, this plan will serve as a roadmap for the City of Carlsbad, providing it
with both short-term, mid-term and long-term strategies. The realization of goals and
strategies will require the community’s leadership and the support and combined
efforts of City of Carlsbad council members, department staff, artists, partner
organizations in the private and nonprofit sectors in order to achieve the vision of
creating a vital, vibrant and inviting city. As a roadmap, the plan describes the ways in
which art, cross-sector partnerships, neighborhood initiatives and diverse community
offerings come together to support a dynamic quality of life for residents.
To do this, the plan provides guidance on strategically bringing together the
partnerships and resources needed to create opportunities within the city for the
arts and culture sector to thrive.
The plan came from the ideas of residents in the city and will further develop with
their continued input and entrepreneurial energy making the arts and culture not
only part of resident’s quality of life, but part an essential component of the city’s
identity and prosperity. We hope that when you read this plan you will be able to see
yourself in the ideas and inspiration that are at its foundation.
TEN PRIORITY ACTIONS
The staff from the Cultural Arts Office and the Arts Commission have identified the
following ten priority actions.
1. Research and development of venue feasibility plan
2. Implement Mobile Outreach Strategy utilizing a newly programmed Art Bus
and Mobile Stage
3. Support the continuation and development of Carlsbad’s festival and event
culture
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4. Launch a pilot program to integrate arts into the curriculum of Carlsbad’s
three Title 1 schools through a focus on STEAM (Science, Technology,
Engineering, Arts and Mathematics)
5. Explore programs for businesses to support professional and personal
development of employees including Business Park After Dark programming
6. Increase community grant funding and support
7. Support board development training for potential new board members for
local arts organizations
8. Create a Trail Art program
9. Create a Guest Artist residency program
10. Create a Cultural Tourism Marketing Plan
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ARTS & CULTURE FRAMEWORK
DEFINING ARTS & CULTURE
WHAT DO WE MEAN BY THESE TERMS?
Planning for “arts” and” culture” can be tricky as the terms have many meanings. For
that reason, we have used a broad understanding of these terms during the
formulation of this Master Plan.
Traditionally, the arts have conjured images of companies and institutions – the
ballet, the opera, the symphony, theaters and museums. Today the arts mean much
more. With greater access to both new and traditional media, inspired
entrepreneurship and venture capital, downtown revitalization and the fusion of
culture and cuisine, the arts can be more immediate. They are as likely to be in the
form of crafts, community art, digital media or food as in painting, sculpture, dance,
theater and music. This plan takes a broad view of the arts and culture and
recognizes that the diversity of media and modes of expression is a strength of the
arts sector and deserving of support.
Like the term “art,” “culture” refers to the way in which a group of people express
their ideas, values and hopes. At its core “culture” embodies all the activities that we
do as a community and help to form our knowledge of and attachment to the places
in which we live. Captured in architecture, histories and the shared events that bring
people together, a community's culture is its unique stamp upon the world. Art and
culture are how we express ourselves as individuals and how we engage each other
as a community.
HOW ARTS & CULTURE ARE TAKING A NEW ROLE IN OUR CITIES
The arts have always been an essential part of what it means to be human. Through
image, stories, dance and other forms of expression, we become inspired, delighted
and connected to each other as a community. Until recently the arts were viewed as
“enhancements” or “special extras” within our daily lives. Over the past decade,
however, our understanding has shifted. Scientific research has shown the arts
stimulate a child's brain development. We see new and increased funding for “cross-
sector partnerships” to develop vibrant urban areas. There has been a fundamental
shift in business for more creativity and innovation. As a result, we see the arts taking
a critical role in guiding how we develop as cities, communities and individuals.
Today, within the United States, we know that:
● Arts unify communities. 67 percent of Americans believe “the arts unify our
communities regardless of age, race and ethnicity.”
● Arts improve academic performance and lower dropout rates.
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● Arts strengthen the economy. In the United States today, the arts and
culture sector is a $730 billion industry representing 4.2 percent of the
nation’s GDP—a larger share of the economy than transportation, tourism
and agriculture (U.S. Bureau of Economic Analysis).
● Arts are good for local businesses. Attendees at nonprofit arts events spend
$24.60 per person, per event, beyond the cost of admission on items such
as meals, parking and babysitters.
● Arts drive tourism. Arts travelers stay longer and spending more to seek out
authentic cultural experiences.
● Arts spark creativity and innovation. Creativity is among the top five applied
skills sought by business leaders—with 72 percent saying creativity is of high
importance when hiring.
● Arts improve healthcare. Nearly one-half of the nation’s healthcare
institutions provide arts programming for patients, families and even staff.
More than two-thirds believe these programs provide healing benefits to
patients—shorter hospital stays, better pain management and less
medication.
● Arts and healing in the military. The arts are part of the military
continuum—promoting readiness during pre-deployment as well as aiding
in the successful reintegration and adjustment of veterans and military
families into community life.1
During conversations with local stakeholders, many said this was the arts and
culture’s “time” in the City of Carlsbad. Given the opportunities, needs and political
will, aligning arts and culture-based strategies with other community priorities just
makes sense.
CREATIVE PLACEMAKING
The city’s planning efforts also take place within a national groundswell of interest in
the ways in which arts and culture can advance diverse community strategies. For
instance, since 2010, the National Endowment for the Arts, ArtPlace (a consortium of
12 philanthropic foundations and six major financial institutions, with diverse federal
agencies participating as strategic partners) and the Kresge Foundation have invested
over $80M in “Creative Placemaking” projects all across the country. Creative
Placemaking is an area of city planning that partners with the arts and culture sector
in order to develop the quality and vitality of a place. In addition to national arts
funders, both the US Department of Housing and Urban Development (HUD) and the
US Department of Education have revised funding guidelines to encourage arts
strategies as part of their programs.
BENEFITS OF THE CREATIVE ECONOMY
The success of new approaches such as Creative Placemaking prompts cities to
reassess the role and value of the arts within their communities and to examine the
1 Reference: Ten Reasons to Support the Arts. Randy Cohen, 2017. The Americans for the
Arts, https://www.americansforthearts.org/by-program/reports- and-data/legislation-
policy/naappd/ten-reasons- to- support-the- arts-2017
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types of skills, connections and capacities needed to harness the potential of their
arts and culture assets. Even smaller towns and cities are engaging the arts
community with economic development in order to achieve the following:
● Support for the development of downtown assets and cultural renewal;
● Increase in business attraction and expansion of the tax base;
● Growth of a regional and community image; and
● Increase attractiveness of the area to highly desirable, knowledge-based
and creative-sector employees.
These national trends tie in closely with Carlsbad's goals to strengthen the city’s
strong and diverse economy and its position as an employment hub in North San
Diego County.
THE ARTS IN CALIFORNIA
Shifts in the arts and culture sector are happening throughout the state and the
nation. A recent report (1) by the James Irvine Foundation looked at how people in
the State of California participate in arts and culture activities. The report identified
many of the same trends that are emerging in Carlsbad today.
People’s participation in arts and cultural activities, especially in ways that allow
them to develop or release their own artistic impulse, is extensive — and perhaps
nowhere more so than in California. At the same time, California’s cultural landscape
is undergoing massive changes, affecting the ways people encounter, experience and
engage with art. These changes include California’s demographic shift to be a so-
called “majority-minority” state and rapid technological advances that offer new
opportunities for artistic expression and access. These changes pose challenges and
exciting new opportunities for how artists and organizations create
and share their expertise and work.
Key findings include:
• Californians want to engage in arts and culture, and demand is high
• Art happens everywhere - new technology, expectations and cultural norms
mean Californians engage in art in new ways and places.
• There is disparity — Californian’s have varied arts interests, but there are
evident patterns of lower participation levels for some of California’s largest
and growing demographic groups.
______________________________________________
(1) Novak-Leonard, et.al. (2015) The Cultural Lives of Californians: Insights from the Cultural
Survey of Arts & Culture Participation. University of Chicago and The James Irvine Foundation
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CARLSBAD’S SUCCESS STORIES
Carlsbad has a rich cultural history with several arts organizations and traditions that
are embedded as a core component of that legacy. These organizations bring diverse
cultural experiences to the community. It is one of the aspirations of this plan to
continue to support these organizations and to create programs that will assist them
with capacity building to strengthen their operations and help each to further its
mission.
New Village Arts Theatre
The only live theater venue in the Village of Carlsbad, New Village Arts has brought
critically acclaimed productions to the city for over 17 years. Founded in April 2001
by graduates of New York’s Actors Studio Drama School, the company first staged
shows at the Granary – a converted chicken coop in Carlsbad’s Magee Park. Thanks
to the support of the City of Carlsbad, New Village Arts is now housed in one of the
Village’s oldest buildings – a 1922 former lumber yard – with a 99-seat theater and
artists incubator space known as The Foundry. With innovative classes and outreach
programming such as their new Teatro Pueblo Nuevo, NVA offers professional and
family educational opportunities that help to create a healthy and culturally vibrant
community.
Murals
Today the Village of Carlsbad is known for a unique and eclectic set of murals
supported by local businesses and artists. Residents and visitors can find works
tucked along quiet streets and alleyways such as “The Robot,” by local artist Jason
Markow, at the corner of State St. and Carlsbad Village Dr. and Michael Summers’
“Cat Nap,” located on the exterior of Witch Creek Winery. A popular spot is the
Carlsbad Art Wall created by local community artist Bryan Snyder. Bryan works with a
rotating set of local and regional artists, muralists, teens and community members to
create ever-changing artworks along the wall of Señor Grubby’s.
Museum of Making Music
The Museum of Making Music is the official museum of NAMM - the National
Association of Music Merchants, the not-for-profit association that serves and
strengthens the global music products industry. Founded in 1998 and opened to the
public in March 2000, the Museum celebrates the rich history of the music products
industry from 1900 to today. Through unique exhibitions, live music performances
and educational programs, the Museum shares the accomplishments and impact of
the people who make, sell and use musical instruments and other products.
Carlsbad Music Festival
Now in its 15th season, the annual Carlsbad Music Festival is a three-day summer
celebration of “adventurous music by the beach.” The Festival features over 60
performances and is curated by Founder and Artistic Director Matt McBane, who is
also a composer and violinist. Performers bring a mix of eclectic and adventurous
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music including contemporary classical, indie rock, world music, electronic, jazz and
more. Each year, dozens of free outdoor concerts draw thousands of visitors to the
Village of Carlsbad where they can find a beer garden, food trucks and an artisan
market.
TGIF Concerts in the Parks
What started 33 years ago as a series of intimate jazz concerts in parks has now
grown into to a major fixture of summer in Carlsbad. In 2018, nine concerts will be
presented in four city parks. Each event features food vendors and hands-on art
activities at the Family Open Studios. Live music and a new dance floor offer evening
entertainment for over 30,000 residents and visitors. Musicians are featured from
San Diego, as well as across southern California and nationally. Support for the
concert series comes from the City of Carlsbad through the Cultural Arts Office as
well as Parks & Recreation, Public Works, Carlsbad Police, Carlsbad Explorers Post
781 and Senior Volunteer Patrol. In addition, the concert series receives strong
annual support from the Carlsbad Friends of the Arts.
Leo Carrillo Ranch Historic Park
Opened in 2003, the Leo Carrillo Ranch Historic Park is Carlsbad’s 27-acre former
working ranch, once owned by actor Leo Carrillo. Today, this historic park is home to
handcrafted adobe buildings, antique windmills, a reflecting pool and many other
historic structures where visitors can explore California history. Known for the natural
beauty found in the agave, bougainvillea, Birds of Paradise, flowering trees and
dozens of peacocks, the City of Carlsbad supported the stabilization and preservation
of this unique historical asset. A unique entry gate was created specifically for the
park through the city's public art program. Leo Carrillo Ranch is a designated Historic
National Landmark and is connected to the citywide trails system via the four-mile-
long Ranch Carrillo Trail.
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THE PLANNING PROCESS AND
COMMUNITY ENGAGEMENT
THE PLANNING PROCESS
BRIEF HISTORY
Direction and recommendations for the Master Plan Action Items came from the
community residents who desire the ongoing development of the arts and culture
within the Carlsbad. Additional ideas and inspiration were taken from national best
practice models.
The public engagement component of the project is based on numerous outreach
methods.
• Stakeholder Interviews and Focus Groups
• Public Meetings
• In-person and Online Surveys
o Community Outreach in Focused Areas
• White Papers
• Meeting-in-a-Box for Arts Organizations
Each individual engagement component played a specific part in the development of
the plan. The initial Stakeholder Interviews and Focus Groups helped the team to
create the overall theme framework, while public meetings provided a chance to
update the larger public on the planning process and test ideas that were emerging
from those stakeholder discussions. The in-person and online surveys helped to
deepen the team’s understanding of how the larger public viewed each of the
themes and what specific ideas they might like to see develop as part of the plan.
As the plan evolved, a series of White Papers were created to give residents a
preview of what ideas were emerging and get one final round of feedback before the
final draft.
The plan now reflects the ideas and visions created by and tested with community
representatives. The national best practices that helped inform this final draft
involve cultural sector economic development and creative placemaking.
The plan’s action items now provide a clear roadmap for expanding the arts and
culture that is specific to Carlsbad, its history and its residents.
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KEY COMMUNITY FINDINGS
COMMUNITY HIGHLIGHTS
The community engagement process revealed just how strongly Carlsbad residents
want the arts and culture to be part of their daily lives. There is support for seeing
the arts beyond the traditional settings of galleries and concert halls and placed along
natural trails, in business parks and within different neighborhoods to provide fuller
engagement with works of expression and creativity.
These ideas and others, gathered in interviews with individual residents, creative
professionals, focus groups and community meetings laid the foundation for the two
broad surveys distributed digitally and on paper throughout the city – including
surveys during TGIF concerts.
Survey Results. Overall survey results showed that, broadly speaking, residents of the
City of Carlsbad believe the arts and culture are an essential part of the city and their
quality of life. The vast majority of all respondents (92%) expressed that Arts &
Culture is either important (32%) or extremely important (60%).
0%10%20%30%40%50%60%70%
Extremely important
Moderately important
Slightly important
Not at all important
Don't know
Overall, how important a role do arts and cultural
activities play in improving the quality of life of
Carlsbad area residents (English)
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15
Additionally, many Carlsbad residents are quite active in the arts, with a majority of
respondents saying they participate either monthly or two-to-five times per year in
an arts and/or cultural event.
0%10%20%30%40%50%60%70%
Extremadamente importante
Importante
Algo importante
Nada importante
No lo sé
Overall, how important a role do arts and cultural
activities play in improving the quality of life of
Carlsbad area residents (Spanish)
Weekly
Monthly
Two to five times a year
Once a year
In a typical year I participate in arts and culture
events and programs in the Carlsbad area (English)
May 22, 2018 Item #11 Page 20 of 69
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In addition to this broad general support the results show support for integrating the
arts into non-traditional aspects of daily life. To extend the arts into the public areas
and businesses, residents would support expanding different types of programming
such as the Mobile Outreach Strategy and the ways in which the Cultural Arts Office
helps the creative sector.
By supporting different partnerships, finding new grant opportunities and helping
local creative businesses and non-profits grow, the city can leverage its efforts to
meet this desire for more interaction with the arts. Through the survey, Carlsbad
residents showed both an understanding of and support for, this direction.
0%10%20%30%40%50%
Semanalmente
Mensualmente
Dos a cinco veces al año
Una vez al año
In a typical year I participate in arts and culture
events and programs in the Carlsbad area
(Spanish)
0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5
Health and wellness
Environmental activities
Business activities
Recreational activities
Education
Civic engagement
Please rate the following: I’d like to see closer links
between Carlsbad’s arts and cultural offerings
and…(English)
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Survey results showed a difference in how English-speaking and Spanish-speaking
residents visited cultural facilities. Given the smaller sample size, the survey results
are not fully reflective of the Spanish-speaking community. However, it is a difference
that should be noted for further planning to ensure all resident communities feel
they have access to expanding arts and culture.
The survey data and other community input suggests that, particularly in the Barrio
area with its rich traditions, the Village is a popular choice for an arts and culture
district.
3.8 4 4.2 4.4 4.6 4.8 5
Salud y bienestar
Actividades ambientales
Actividades deportivas
Desarrollo de negocios
Actividades recreativas
Educación
Compromiso civil
Please rate the following: I’d like to see closer links
between Carlsbad’s arts and cultural offerings
and…. (Spanish)
May 22, 2018 Item #11 Page 22 of 69
18
0%20%40%60%80%100%
William D. Cannon Art Gallery
Ruby G. Schulman Auditorium
Deedie’s House at Leo Carrillo Ranch
Sculpture Garden
Carlsbad Cultural Arts Office
Carlsbad Community Cultural Center
New Village Arts Theatre
Carlsbad Historical Society
Carlsbad Village Theater
Museum of Making Music
Carlsbad City Library
City of Carlsbad parks
Carlsbad Village
Where have you attended arts and culture events
in the community? (English)
0%20%40%60%80%100%
Galería de Arte William D. Cannon
Auditorio Ruby G. Schulman
La Casa de Deedie en el Rancho Leo Carrillo
El Jardín de las Esculturas
Oficina de Artes Culturales de Carlsbad
Centro Cultural de la Comunidad de Carlsbad
Teatro New Village Arts
Sociedad Histórica de Carlsbad
Teatro Carlsbad Village
Museo de la Música (Museum of Making…
Biblioteca de la Ciudad de Carlsbad
Parques de la Ciudad de Carlsbad
Carlsbad Village
Where have you attended arts and culture events
in the community? (Spanish)
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THE PLAN
NEW ROLES FOR THE CITY OF CARLSBAD IN THE ARTS
During the creation of the Arts and Culture Master Plan it became apparent that the
City of Carlsbad needed to take on new roles in order to create a more vibrant arts
and culture destination while maintaining its high quality of life. “No longer will the
city be building the ship," it was said. "Now it needs to be wind in the sails.”
PROVIDER, LEADER, CONNECTOR, PARTNER
The vision of a creative, innovative, inclusive and vital creative community lays the
foundation for understanding how the Cultural Arts Office can expand from a
provider of arts programs and funding into broader new roles that allow the city to
realize this vision of the arts and culture in everyday lives while stimulating an
expanding creative sector economy.
Building on its ability to bring residents together, the department will become a
leader in bringing innovative ideas to the city, partnering with local groups to create
capacity within the creative sector and connecting across city departments and
among city partners.
The city will evolve from Provider of programs and funding, to performing the
broader function of Connector, Leader and Partner. These four roles factor into each
objective but come into play in different combinations. The plan recommendations
are organized to meet this new understanding. Each of its four roles is defined by
one of six major goals: Daily Life, Physical Realm, Business, Learning, Civic Identities
and Capacity Building.
Provider (traditional role)
• Continue to Provide Strong Arts & Culture Programming
Partner (expanded role)
• Support Art as an Essential Component of Daily Life
• Foster Arts & Culture Within the Physical Realm
Connector (expanded role)
• Expand Arts & Culture Learning Opportunities
• Establish Relationships that Support a Thriving Business Sector
Leader (expanded role)
• Celebrate Carlsbad’s Unique History and Distinct Identities
• Build Capacity Within the Arts & Culture Sector
At the heart of the plan are the strategies and action item recommendations
themselves. Each recommendation that is listed grew from the ideas and visions of
community members and city staff and from inspiration found in the work of other
cities. Together, these ideas create a plan that guides the City of Carlsbad to
continue in its role as a regional leader for arts and culture.
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ROLE OF THE CARLSBAD ARTS COMMISSION
By identifying targeted activities that support the city's development of arts and
culture and connecting residents with those efforts, the Carlsbad Arts Commission
serves an important role. Now, with the Cultural Arts Office assuming a larger role,
the Arts Commission must reassess its goals and strategies.
As specified by city ordinance, The Carlsbad Arts Commission is an advisory body that
advocates on behalf of the community and strives to advance the fine arts and the
performing arts. Appointed by the Mayor and the City Council, the Commissioners
serve as ambassadors to the community, focused on its cultural enrichment. Its
members apply their diverse experience in culture and creative life to helping meet
Carlsbad’s objectives and goals related to culture and the quality of life. The
Commissioners are also asked to serve on subcommittees that include reviewing and
recommending funding on Community Arts Grants applications and serving as an
extension of the community in discussions regarding public art and arts education.
Specific areas for the Arts Commission to explore include:
● How the Commission can help nurture younger artists to be leaders within
the arts and culture sector.
● How the make-up of the Arts Commission can work to represent a balance
of both the wide range of communities within the city and the diversity of
the creative sector.
● How retired Arts Commissioners can serve on other boards and
commissions to keep the arts 'at the table' in early conversations about
project and program developments across the city’s different departments.
Plan Guidance. The Arts Commission will serve as an advisory body for
implementation of the plan. It may assess progress annually and request an update
report on the status of implementation, including a discussion about current arts
priorities. Through its annual work plan, it can communicate with Council about
recommended next steps, budget priorities and other interests related to arts and
culture.
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ROLE 1: PROVIDER
CONTINUE TO PROVIDE STRONG ARTS & CULTURE
PROGRAMMING
CULTURAL ARTS OFFICE
The Cultural Arts Office embodies Carlsbad’s investment and support of the visual
and performing arts. The professional staff recognizes that the arts are integral to
the core values of the community. Encouraging self-expression and creativity are key
components in designing meaningful and quality experiences with the arts. Each
member of the team brings a passionate commitment to the arts, a unique set of
skills and a distinctive perspective on what the arts mean to them. Collectively, the
staff strives to bring the world to Carlsbad through innovative programming. Their
work together is collaborative, representing the best outcome when artists and
administrators join forces to create truly memorable encounters for audiences,
promoting lifelong learning that touches the heart and invigorates the mind.
The Cultural Arts Office is supported by the city’s general fund with an annual budget
of over $1 million in fiscal year 2017-18. Its programs include a robust series of
concerts, exhibitions, special events, arts education opportunities and public art
installations. They include the following:
• Cannon Art Gallery
• Year-round world class exhibitions
• Resident art displays in city libraries
• Public Art
• Permanent Collection - Art in Public Places
• Temporary Works – New and Exciting Works Designed to Inspire
• Carlsbad Sculpture Garden – An Outdoor Art Encounter
• Foreign Film Fridays
• Bringing the Best of World Cinema to Carlsbad
• Performing Arts Series
• Starring Artists – An Interview and Performance Experience
• This is Jazz – Showcases the Region’s Musical Talent
• Opera Previews – An in-depth look at Classical and Modern
Masterpieces
• TGIF Concerts in the Parks
• The city’s Biggest Musical Happening, now in its 33rd Year
• Community Arts Grants
• Annual Funding Cycle for Arts Organizations and Schools
• Special Opportunities
• Arts Education
• Three-Part Art – An Educational Outreach to Local School Groups
• Deedie’s House at the Leo Carrillo Ranch Historic Park
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• California History and Art Program at Leo Carrillo Ranch Historic
Park
• Family Open Studios – Families Enjoying Art Together
• Summer Camps
o Creative Arts – An Interactive Experience of Creating Art and
Performing
o Club Pelican – Exploring Nature and the Visual Arts
PRIMARY GOAL
GOAL: Continue to Provide Strong Arts & Culture Programming
The City of Carlsbad's historic support of arts and culture as a core value led to the
establishment of its Cultural Arts Office. Through its continual roles as a Provider the
Cultural Arts Office will continue to deliver the high level of innovative programming
and events supported by the community.
Carlsbad residents participate in Family Open Studios, the city’s free
artmaking workshop for all ages.
COMMUNITY VOICES
Some comments from the community survey:
“Carlsbad is a very unique community in the types of arts and
culture events it currently supports.”
“I love the foreign films at the Dove Library and would like to see
Carlsbad support bringing more of them, as well as the lesser
known films that are never shown in our local theaters.”
“I think Carlsbad is clearly the leader in North County when it
comes to arts and cultural events.”
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ROLE 2: PARTNER
SUPPORT ART AS AN ESSENTIAL COMPONENT OF DAILY LIFE
Just as our image of the artist has changed, so has our interaction with art. Whether
it's public art in corporate parks and along city trails, live performances by
international stars and local amateurs, or touring exhibitions and neighborhood art
projects, Carlsbad residents want greater access to an increasingly varied arts
experience. Community residents responded with broad support (over 60%) to the
idea of integrating the arts into many different aspects of daily life – from health and
wellness, to education and environmental activities.
Making art and culture available for everyday experience will bind a community
together and foster a local identity and the City of Carlsbad can help drive this effort
through active partnerships with businesses, artists and cultural organizations.
PRIMARY GOAL
GOAL: Support Art as an Essential Component of Daily Life
In its role as Partner, the city's Cultural Arts Office will bring together city
departments, local arts organizations and local businesses to promote a more diverse
range of arts opportunities that will bring art into all aspects of daily life. Through
these partnerships the Cultural Arts Office can help to incorporate the arts in unique
and innovative ways within all dimensions of life: business, health, education and the
environment.
STRATEGIES AND ACTIONS
Ensuring that arts and culture are part of everyday life requires strategic partnerships
with organizations throughout the community. The Cultural Arts Office can look to
case studies within the City of Carlsbad and in other cities that demonstrate how
local governments are partnering with community stakeholders to raise the profile of
the arts as reoccurring elements throughout the city with unique and innovative
incorporation into all aspects of life: business, health, safety, environment, education
and transportation.
Strategy 1:
Support the continuation and development of a festival and events culture within the
city.
• Action 1.1: Continue to support and foster relationships, while partnering
with large-scale events within Carlsbad, that can help to create and promote
a festival offering for both residents and visitors.
• Action 1.2: Streamline city regulations related to street festivals,
performances in the parks and street performers for specific performance
appropriate places around the city. Create a FAQ sheet for potential
performers and artists.
• Action 1.3: Encourage temporary artwork to be included in the planning of
community celebrations and special events.
• Action 1.4: Support citywide recognition of October as Arts and Humanities
Month.
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Strategy 2:
Develop a Mobile Outreach Strategy for the Cultural Arts Office.
• Action 2.1: Investigate the possibility of utilizing the city’s Mobile Stage for
performance opportunities outside of the TGIF concert series including
potential rentals as a revenue source.
• Action 2.2: Procure an "Art Bus" for city staff to deliver arts programming to
locations throughout the city.
Strategy 3:
Ensure that access to the arts is available for all community members.
● Action 3.1: Explore opportunities to advance artist relationships with the
local military community, including funding for specific project
development.
● Action 3.2: Work with local social service providers to explore opportunities
for Collaborative Partnership Programming where people with physical or
other types of challenges can be supported by the arts to explore their own
creativity and connect with the greater community.
● Action 3.3: Create an "Access to the Art" program and seek opportunities to
expand scholarships, subsidies and passes for any groups identified as
having financial barriers to arts and culture access.
Strategy 4:
Partner with local neighborhood groups to promote the creation and display of art.
● Action 4.1: Work with neighborhood-based cultural activities and enable
Cultural Arts Division staff to help neighborhood leaders in the planning of
installations or events.
● Action 4.2: Create a neighborhoods arts grant program to provide seed
money and formalize a technical assistance program to help local groups
implement arts events and projects.
Strategy 5:
Identify opportunities for new and innovative coverage by local and regional media
around the arts.
• Action 5.1: Create a citywide and/or regional event listing with current art
offerings around Carlsbad. Be a resource to local arts organizations to
support more awareness of their events, resources and services.
POTENTIAL PARTNERS
● Businesses
● Developers
● Land use and planning organizations
● Local arts organizations
● Artists
● Parks & Recreation Department
● Public Works Department
● Community & Economic Development Department
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ArtSplash event in Carlsbad
COMMUNITY VOICES
Here are some of the survey comments that show how important this is:
“Make random art installations throughout the city…. Not just in
major traffic areas throughout downtown, but maybe some in
Holiday Park, Calavera Hills, to Hosp Grove. It makes people get out
to places that they may not have gone before and adds so much
character to underused areas of the city. I especially think that an
art walk through Hosp Grove would be amazing.”
“Art & cultural events should be hosted at various sites; such as in
parks and trails, at lagoons, outdoor venues spread throughout the
City. Combine education, nature, arts and culture whenever
possible.”
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FOSTER ARTS & CULTURE WITHIN THE PHYSICAL REALM
The arts have traditionally been something that people enjoy outside of their daily
routine. Today, this is changing. Many want to see arts and culture as part of their
everyday life. Whether this means more artwork along city trails, greater access to
exhibits, or local neighborhood art projects, Carlsbad residents would like to see the
arts move beyond the traditional experience into new and different ways for the
community to experience it.
PRIMARY GOAL
GOAL: Support Partnerships that Foster Arts & Culture within the Physical Realm
Serving as a Partner to both internal city departments and external businesses and
organizations, the city will bring together the people and resources needed to create
opportunities for a more diverse range of arts opportunities within the city.
STRATEGIES AND ACTIONS
Strong partnerships are needed to use arts and culture to enhance the physical
realm. There are opportunities for the city’s Cultural Arts Office to achieve this goal
by building these partnerships with internal city departments, the local design and
development community and local arts organizations. The Cultural Arts Office can
explore, identify, cultivate and ultimately support the partnerships needed to attract
outside funding for projects that would enhance existing and create new spaces in
the community.
Strategy 1:
Enhance existing venues and explore the potential for additional artistic and
performance venues within the city including various funding models such as public-
private partnerships.
• Action 1.1: Explore the creation of a City of Carlsbad cultural arts facility that
responds to the regional interest for a larger performance venue for
professional theater and can provide classrooms, rehearsal spaces and
production studios.
• Action 1.2: Work with Carlsbad Village business owners and organizations to
create a map of potential performance spaces within the Downtown area
for use by additional performance-based artists.
• Action 1.3: Work with the local faith-based community to expand use of
available congregational spaces for cultural activity.
Strategy 2:
Expand upon public art opportunities within the community to begin moving towards
more equal placement of the arts within the city.
• Action 2.1: Encourage and assist local businesses to support the creation of
privately sponsored murals within the Carlsbad Village area and new
developments throughout the city.
• Action 2.2: Work with neighborhood groups to foster the creation of
additional rotating art walls within the city at large.
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• Action 2.3: As plans for the Coastal Corridor develop, work with regional
artists to identify opportunities for displaying rotating sculptures that have
the option to later be purchased by residents.
Strategy 3:
Work internally across city departments to identify opportunities to include art within
existing and future improvement projects.
• Action 3.1: Have Cultural Arts staff take part in preliminary concept
development conversations about upcoming Capital Improvement Projects
(CIP) to ensure art has an appropriate place at the table for all city projects.
• Action 3.2: Integrate more art by exploring a Utility Box wrapping program.
• Action 3.3: Fund technology upgrades for the Cannon Art Gallery to enable
the space to function at contemporary standards for audio programming
and visitor support features.
Strategy 4:
Work with the development community to support the inclusion of the arts in future
projects.
• Action 4.1: Create an Arts Inclusion policy to help frame conversations
between the city and private developers who might be looking to include
artwork (both permanent and temporary) within their own developments.
Policy should address: Strategy for creating public art on private
development sites, proposed contribution (typically .5-2%), definition of
appropriate art, artists selection criteria and project selection criteria.
POTENTIAL PARTNERS
• Businesses
• Artists and Arts Organizations • Parks & Recreation Department • Carlsbad Village Association • Carlsbad Chamber of Commerce • Local Non-profits
• North County Arts Network (NCAN) • Neighborhood Groups • Local Media Outlets • Property Owners
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Public art at Pine Avenue Community Park
COMMUNITY VOICES
Here’s what we heard from the community in our outreach surveys. “I absolutely love all the street art in Carlsbad! From the Carlsbad Art wall, to the painted fire hydrants! I also love finding the doodles
in the village! We live in such a great community and art keeps us
all connected!!!” “We need a civic theatre that can be used by community organizations.”
“Build a centrally located cultural arts center where many different music, performing and visual artists and patrons can enjoy quality experiences. Make it easy for all people to experience the arts.”
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ROLE 3: CONNECTOR
EXPAND ARTS & CULTURE LEARNING OPPORTUNITIES
A community's vitality, like that of each individual, depends on continued learning
and engagement with new ideas. Community members have shared input about the
importance of arts and culture education and providing access for people of all ages.
Creative opportunities can be offered by the city to ensure that community members
of all ages have strong exposure to the arts.
PRIMARY GOAL
GOAL: Expand Arts & Culture Learning Opportunities
In its role as a Connector the city will bring together schools, arts organizations and
businesses to network towards a supplemental system for arts support while our
Cultural Arts Office meets with local partners to strategize new means of providing
arts education for all ages.
STRATEGIES AND ACTIONS
The city’s Cultural Arts Office will convene local partners and seek creative solutions
to provide arts education opportunities for all ages.
Strategy 1:
Youth - Expand arts education provided by local school districts, the city and third-
party providers.
• Action 1.1: Work with local colleges, arts educators and arts providers to
develop partnerships that focus on the creation of a Community Arts
Learning Plan to promote lifelong learning in the arts and identify and
reduce gaps in arts learning opportunities for college students, adults,
seniors, etc.,
• Action 1.2: Develop annual “Careers in the Arts” event in conjunction with
local schools and organizations to help facilitate local artists and creative
professionals to connect middle and high school students about careers in
the creative sector and promote the Youth Arts Council.
• Action 1.3: Work with local school districts, higher education institutions,
private schools, non-traditional education groups and others to collect
available data and identify where there are gaps with outside-of-school arts
programs and potential partners that can help to fill those gaps. Examine
data on both an annual and seasonal basis to account for the school
calendar.
• Action 1.4: Modeled after existing Cultural Arts Office internship programs,
work with the local school system to create a Youth Arts Council to assist in
public art projects, engage in mentorship opportunities and participate in a
cohort group to assist in their development within creative industries.
Assign teen arts representatives to various city boards and commissions.
• Action 1.5: In collaboration with Carlsbad Unified School District (CUSD), as
well as San Marcos, San Dieguito and Encinitas school districts, support the
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identification of a curricular planner to work with local teachers to find
opportunities for integrating the arts into existing lesson plans in order to
help the Carlsbad ISD (CUSD) meet its learning objectives for all students.
Strategy 2:
Adults & Community - Increase access to arts-based enrichment programs and
opportunities.
• Action 2.1: Work in partnership with the Carlsbad City Library Learning
Center to create targeted Spanish-language arts and music classes for the
Barrio community.
• Action 2.2: Work with MiraCosta College to identify opportunities for art
and design students to teach classes at City of Carlsbad facilities. Assist the
college with locating applied learning opportunities within the city that will
bridge gaps in arts education.
• Action 2.3: Work with neighborhoods to map local neighborhood cultural
resources and assist community colleges with locating applied learning
opportunities within the city.
• Action 2.4: Create opportunities for Guest Artist Residencies of two weeks
to two months that would create the opportunity for master classes as well
as the potential for youth summer camps or other engagement events.
Strategy 3:
Encourage innovative intergenerational arts programming such as sharing oral
histories that can serve as source material for performances and visuals that foster
creativity and collaboration.
• Action 3.1: Leverage local business partnerships to support STEM to STEAM
learning initiatives and promote the development of innovation and
creativity particularly in Carlsbad's three Title 1 schools.
• Action 3.2: Explore potential partnerships between interested artists and
local social service providers such as nursing homes, assisted living homes,
senior centers and hospice facilities for paid or volunteer artist residencies.
Help identify grant resources to foster those residencies as part of a
comprehensive City of Carlsbad “Arts and Health” initiative. Prepare and
maintain “Artist Yellow Pages” as a resource to these organizations.
POTENTIAL PARTNERS
● Businesses
● Community college districts
● California State University San Marcos
● Chamber of Commerce Education Committee
● Local school boards and PTAs
● Private creative businesses
● Local arts organizations
● Local non-profits
● Carlsbad Historical Society
● Parks & Recreation Department
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Carlsbad’s Three-Part-Art program introduces Carlsbad third- and
fourth-graders to original works of art in a museum setting.
COMMUNITY VOICES
Here is what some of our respondents said about the question of education.
“[Create] community programs that enable and encourage
mentorship and growth of educational opportunities, so that art
education and traditions can be passed down to the next
generations.”
“Have more art classes, more music venues which are affordable
to all.”
“More advanced/sophisticated community classes, art studios
open to the public, woodworking workshops with all machinery
open to the public.”
“Make more 'entry-level' arts education opportunities available
(such as) community theatre productions and introductory arts
classes.”
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ESTABLISH RELATIONSHIPS THAT SUPPORT A THRIVING BUSINESS
SECTOR
Successful business leaders depend on creativity and innovation to keep their
companies growing, their products and services relevant, their employees engaged
and their customers loyal.
By investing in an active arts environment, Carlsbad has attracted world-class
companies at the forefront of innovation in action sports, life sciences, hospitality,
tourism, information and communications technology and clean technology.
Many of these companies embody the arts-business link with inventive solutions to
office workspaces and bringing creative storytelling into marketing and employee
communications. There are numerous opportunities to further explore the
integration of arts and business to engage artists to enliven offices and branding,
acting techniques to invigorate corporate presentations and coach public speaking
and many more examples.
PRIMARY GOAL
GOAL: Establish Relationships that Support a Thriving Business Sector
To do this the city, which has strong ties with both local artists and businesses, will
actively serve as a Connector of the arts and business sector in organized exchanges
that lead to candid dialogue and collaborative projects.
STRATEGIES AND ACTIONS
The city is the common thread between both the local arts and business
communities in Carlsbad. The city has strong ties with both sectors and can utilize
these connections to pull together stakeholders to achieve this goal.
Strategy 1:
The Cultural Arts Office will partner with the Community & Economic Development
Department to encourage small, innovative business start-ups by creative
entrepreneurs.
• Action 1.1: Convene a cross-departmental workgroup comprised of Cultural
Arts Office and Economic Development Department personnel to explore
how cultural planning goals intersect with economic development goals.
• Action 1.2: Work with the Economic Development Department to launch a
workgroup of local creative industry professionals who can assess overlaps
between creative industry workforce needs and artistic community
professional development needs.
Strategy 2:
Strategize with arts allies in the business community to take a leadership role in the
development of the arts and culture sector.
• Action 2.1: Create a roundtable to serve as a business arts leadership and
advocacy board to help increase public and private funding, coordinate
business volunteers for the arts, identify event sponsors, facilitate art
displays at area businesses and help cultural entrepreneurs build capacity.
May 22, 2018 Item #11 Page 37 of 69
33
• Action 2.2: Work with the Chamber of Commerce, Carlsbad Village
Association and other business networking groups to host events titled
“Creative Carlsbad,” targeted to connecting artists, arts organizations and
creative businesses.
• Action 2.3: Support the development of the North County Arts Network
(NCAN) towards potential non-profit status and explore potential role of
offering fiscal sponsorship to local artists on their way to developing non-
profit status. Convene a Regional Arts Roundtable to look at broad needs
with specific working groups to address topics such as programming, venues
and other essential elements of the regional arts ecology.
• Action 2.4: Work with the Chamber of Commerce to develop “Serving on an
Arts Board” and “Arts Sector Mentorship” training for their members and
create a list of trained members who would be available to assist local arts
organizations with specific business needs through a pro-bono mentorship
relationship.
Strategy 3:
Encourage artistic programming in the city’s high-tech industrial core.
• Action 3.1: Establish "Business Parks After Dark" program to encourage
artistic programming in the city’s high-tech industrial core through regularly
scheduled programming or pop-up artistic venues that are attractive to the
city’s creative class.
POTENTIAL PARTNERS
● Businesses
● Carlsbad Chamber of Commerce
● Carlsbad Village Association
● City’s Community & Economic Development Department
● Artists and arts organizations
● Local non-profits
● Innovate 78
● North County Regional Economic Development Council
Carlsbad business park
May 22, 2018 Item #11 Page 38 of 69
34
COMMUNITY VOICES
Here are just two survey comments relevant to this topic:
“Arts and culture enhance and improve the quality of a city.
Improved quality of life couples into a better economic environment
because top companies and their employees want to work and live
in a culturally enhanced environment.”
“Bring in art galleries (all genres), build a small theatre for plays
and, mostly, bring in creative businesses. Carlsbad could be a hot
art town, but quality art needs venues and money so that
professional artists have ways to get their work out there and earn
a living. The City benefits from businesses while keeping Carlsbad
unique and artsy.”
May 22, 2018 Item #11 Page 39 of 69
35
ROLE 4: LEADER
CELEBRATE CARLSBAD’S UNIQUE HISTORY AND DISTINCT IDENTITIES
Artists have unique tools and talents that can provide insights into a culture's history.
By taking a leadership role in promoting numerous cultural legacies, the City of
Carlsbad can help to share these historic treasures at outdoor concerts, on weekend
outings in the Village and during walks along our extensive trail network.
PRIMARY GOAL
GOAL: Celebrate Carlsbad’s Unique History and Distinct Identities Through Arts &
Culture
In this Leader role, the city would help develop and promote the diverse, creative and
cultural resources that define it. The Cultural Arts Office can foster partnerships and
collaborations between organizations that share the vision of building a dynamic arts
and culture sector that promotes the city’s identity and gives voice to its stories.
STRATEGIES AND ACTIONS
The Cultural Arts Office can bring together organizations with a common vision to
support a dynamic arts and culture sector by promoting the city’s identity and giving
voice to its many stories.
Strategy 1:
Promote Carlsbad's distinctive identities by connecting the arts, the city’s heritage
and the natural and constructed environment.
• Action 1.1: Create a match-funded collaboration between local businesses
and the Parks & Recreation Department to create a Trail Art program on
paths near business parks to encourage wellness and enhance the
experience.
• Action 1.2: Work within the context of Coastal Improvement Projects to
create opportunities for temporary and permanent art displays that
celebrate the community's historic ties with the coast.
Strategy 2:
Enhance the Carlsbad Barrio neighborhood as a cultural destination.
• Action 2.1: Celebrate Barrio heritage through city signage in English and in
Spanish to foster and support cultural heritage connections.
• Action 2.2: Work with the Barrio neighborhood residents, preservation
advocates, businesses and non-profits to explore how the Carlsbad Barrio
can thrive as a cultural asset and destination for residents and visitors.
Strategy 3:
Promote Carlsbad as a vital cultural destination that celebrates the work of local
artists.
• Action 3.1: Develop a “Working with Local Artists” training program to help
the local business community bring more local artists’ work (visual, music,
etc.) into area hotels and businesses. Create a directory of those businesses
in town that have been through the training.
May 22, 2018 Item #11 Page 40 of 69
36
• Action 3.2 Create a cultural tourism marketing plan, collaborating with Visit
Carlsbad and other tourism-related organizations.
POTENTIAL PARTNERS
● Local artists and arts organizations
● Neighborhood associations
● City of Carlsbad
● Businesses
● Carlsbad Chamber of Commerce
● Visit Carlsbad
● Carlsbad Village Association
● Carlsbad Historical Society
● Local preservation advocates
Fiesta Del Barrio Carlsbad celebration
COMMUNITY VOICES
Here’s what members of the community said in our outreach surveys.
“We need something to connect us throughout the city, art and
cultural activities have the potential to do just that.”
“Environmental art sculpture and environmental art. More calls for
sculpture in the environment and more venues in which to exhibit.”
“I miss the Barrio Festival that used to be held. It offered a wide
range of diverse cultural art, food and entertainment close to our
downtown.”
“Look for the diversity and history of our community. Be open to
considering arts and culture that serves to tell a lifelong story of
our community.”
“I'd love to see a tour of the architecture of Carlsbad or the
gardens.”
May 22, 2018 Item #11 Page 41 of 69
37
BUILD CAPACITY WITHIN THE ARTS & CULTURE SECTOR
Stereotypes of paint-splattered artists alone in cramped studios are giving way to
more realistic images of individuals engaged in local economies across a wide and
expanding array of performing and visual disciplines as well as digital work.
Today, artists are forming mutually beneficial partnerships with local businesses that
help entrepreneurs gain awareness within the community and grow the economy.
Cities can help by stimulating capacity building that leverages resources and assists
artists and arts organizations. Capacity building, according to the National Council of
Nonprofits, is a way for a nonprofit to more effectively deliver its mission by
identifying a communications strategy, improving volunteer recruitment, developing
a leadership succession plan, updating technology and securing financial and
operational stability.
As a longstanding provider of arts and culture programs in our community, the City of
Carlsbad can support existing and attract new arts and culture providers through
capacity building.
PRIMARY GOAL
GOAL: Build Capacity Within the Arts & Culture Sector
In this additional role as a Leader the City of Carlsbad would connect and initiate
dialogue with partners able to help explore and expand the vision of arts and culture
in the area.
STRATEGIES AND ACTIONS
Opportunities exist for the Cultural Arts Office to provide insight and support to build
other local arts and culture organizations to strengthen their reach and impact in the
community. The city could then assume a greater leadership role at the local and
regional level and identify new strategic opportunities for programming, venue
development and education that might otherwise be financially unfeasible.
Strategy 1:
Foster arts and culture organizational capacity building such as through alternative
funding opportunities for the arts, like the city’s 2018 Capacity Building Grants and
Increasing Funding in the city’s Community’s Grant Budget.
• Action 1.1: Create a grants program focused on start-ups for arts
organizations to help them get their feet on solid ground.
• Action 1.2: Create a Technical Assistance in partnership with local business
organizations and other higher-level institutions (and their Small Business
Development Center) to create a program for local artists and arts
organizations to help them develop needed business skills for arts
entrepreneurship such as business plan writing, accounting and arts
marketing.
May 22, 2018 Item #11 Page 42 of 69
38
• Action 1.3: Explore the development of an Arts Incubator program for new
creative-sector start-ups.
Strategy 2:
Elevate awareness of and attention to the cultural arts as part of city policy
decisions.
• Action 2.1: Create a City of Carlsbad Orientation program for local artists
and creative entrepreneurs to help foster artist involvement on different
city boards and commissions.
• Action 2.2: Have a “Relief Time” program for city staff from different
departments to volunteer with different local arts programs in order to
facilitate learning and understanding about how the arts contribute to the
city as a whole.
Strategy 3:
Foster arts leadership integration through existing organizations like North County
Arts Network (NCAN) and others.
• Action 3.1: Explore the creation of an Annual State of the Arts event in
North County, to provide opportunities for community-building and shared
learning and to generate interest and create a dialogue and ideas around
the arts, culture and creative industries within North County.
• Action 3.2: Convene a Regional Arts Roundtable to look at broad needs with
specific working groups to address topics such as programming, venues and
other essential elements of the regional arts ecosystem.
• Action 3.3: Work with regional partners to pursue creative economy
research and create a regional convening around the release of the results.
POTENTIAL PARTNERS
● North County cities
● North County Arts Network (NCAN)
● Local artists and arts organizations
● New regional grant sources
● City of Carlsbad grantees
● Carlsbad Library & Arts Foundation
● Carlsbad Friends of the Arts
● San Diego Regional Arts & Culture Coalition
● Innovate 78
● San Diego North Economic Development Council
May 22, 2018 Item #11 Page 43 of 69
39
Carlsbad Community Arts Grant recipient New Village Arts. Photo: New Village Arts
COMMUNITY VOICES
Here’s what members of the community said in our surveys during our outreach.
“More local artists displaying and being part of decision making (in
various citywide planning efforts) for Carlsbad.”
“Carlsbad could elevate the existing arts and culture offerings by
enhancing the efforts of local galleries, music venues and theatres,
like New Village Arts, by providing funding and increased marketing
support.”
“[Provide] more opportunities for local artists to be involved in the planning of events, such as through round table discussions, meetings, online groups and discussions that focus on getting more people involved in working to implement music and arts events around the city.”
May 22, 2018 Item #11 Page 44 of 69
40
IMPLEMENTATION
The Carlsbad Arts & Culture Master Plan is based on the understanding that the
strongest long-term effects can be created through partnerships between the city
and the community. While the city will take the lead for most of the action items, it
cannot bring the community’s long-term vision to life without the involvement of the
business community, artists, arts organizations, schools and neighborhood residents.
The actions that form the foundation of the plan came from input by Carlsbad
residents and it is with their energy, ideas and passion that the city can achieve the
role of a partner in seeing those visions come to life.
The planning process itself has already created substantial changes, including:
● Addition of more TGIF concert pre-show performances to create new
opportunities for local arts groups
● Expansion of Community Arts Grants to include new categories of Capacity
Building and Special Opportunities
● Create partnerships for programming such as the April Prom exhibit and
student film project with Carlsbad High School Film Academy
● Incorporating audience interests and feedback into new arts programming
such as Starring Artists
PRIMARY IMPLEMENTATION RECOMMENDATIONS
Given the new roles established within the plan for the Cultural Arts Office and the
city at large, many of the costs associated with these roles are for staff. Capacity
building and partnering efforts for the creative community will take additional staff
time. They will also be required to ensure that the city continues to provide its high
level of artistic programming. New staffing will be critical for the development of
Action Items that help grow the arts and culture sector while maintaining the current
high level of events and programming that the community expects. It is also
important because the Cultural Arts Office has not seen a staffing increase in over 18
years. The growing understanding about the role that arts and culture plays within
the local economy will require reevaluating and expanding the staff structure to
proceed beyond the current status quo and meet the demands for growing and
supporting the local creative community.
1. Provide funding for one full-time employee at the Cultural Arts Office to
oversee the implementation of plan action items and leverage the potential
of public-private partnerships to support overall plan goals. Provide funding
for an additional dedicated full-time employee to implement the Mobile
Outreach strategy, the Trail Art initiative and the Business Park After Dark
initiative.
May 22, 2018 Item #11 Page 45 of 69
41
2. Provide General Fund allotment for the following items:
a. Recommended annual increases
i. Annual increase of 10-15 percent to be reviewed every
three years in support of ongoing community arts grants as
well as the support of an Artists Residency program
b. Recommended specific increases
i. Implement Mobile Art outreach strategy including the
purchase of an Art Bus
ii. One-time grant to be given jointly to the Library and Arts
Foundation and the Friends of the Arts to hire a grant
strategist for a two-year term to enable the two
organizations to develop their capacity to identify, procure
and administer grants for the Cultural Arts Office and its
arts programming.
3. Recommend to the City Manager and staff to look at implementing a
graduated fee structure for arts and culture offerings within the city and the
potential for fee for service offerings such as the rental of the Mobile Stage.
4. Recommend the City Manager and staff to review both the City of Carlsbad
Corporate Marketing Partnership policy and San Diego’s recent Naming of
City Assets policy to create specific policy recommendations and support
the development of a broad funding strategy that is tailored to the arts and
culture sector of the city.
5. Have city staff investigate opportunities for more creative funding streams
and encourage the creation of partnerships across both the private and
non-profit sectors for the creation of arts and culture opportunities
throughout the city.
May 22, 2018 Item #11 Page 46 of 69
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FUNDING SOURCES FOR THE ARTS & CULTURE SECTOR
With new ideas come new funding needs. The City of Carlsbad has traditionally
funded its arts programs from its General Fund revenues. With the implementation
of the initiatives proposed within this plan, additional funding will be needed from
local, state and federal sources. And while current arts and culture funding
mechanisms are important to maintain, new funding sources can be identified and
pursued.
GENERAL FUND
Currently, the city of Carlsbad supports the Cultural Arts Office, its staff and
programming through the General Fund. Fiscal year funding levels of $1 million
annually result in spending of approximately $8.75 per capita.
DESIGNATED FUNDING STREAMS
Fees for Service
Additional funding sources can come through a combination of city general funds,
local, state and federal grants, matching funds from partner organizations and
potential earned income through fees for services (such as art camps) and admission
to city events.
● Marketing efforts can include an online box office and advertising.
● Potential renting of the Mobile Stage or other such initiatives, as a number
of U.S. cities and non-profits have done, can use a graduated fee structure
that addresses a broader number of factors including:
o whether the renter is an individual, non-profit organization, or for-
profit entity;
o the number of people attending the targeted event;
o certain holidays and event timeframes that may allow the city to
charge more due to demand.
Longer-Term: Dedicated Revenue Source
As the city continues developing long-term sustainable funding streams for its
growing creative sector, it will most likely also seek to identify additional dedicated
funding streams. Other jurisdictions have been successful in creating citizen ballot
initiatives that allocate a particular percentage of property or sales tax to fund arts
and culture. Focused on the creation of special taxing districts or specific sales tax
levies, these taxes require state legislative authority. However, one caution with tax
levies: The use of these levies for arts and culture funding, especially sales taxes, can
have a regressive impact on low-income families unless exemptions or other policies
are adopted to minimize the impact on these families.
One example of a voluntary tax done in collaboration with other sectors is Cedar City,
Utah’s RAP Tax. Taxpayers voted in the RAP Tax (Recreation, Arts and Parks) in 2004
for an additional one-tenth-of-one-percent sales tax levied on all purchases within
the city. Revenues are allocated equally between recreation, arts and parks. Initially
the tax levy was for a seven-year term but state law has expanded that timeframe to
ten-year renewable cycles. The most recent renewal was in 2014 and was supported
by more than 67% of voters.
May 22, 2018 Item #11 Page 47 of 69
43
● https://www.cedarcity.org/DocumentCenter/Home/View/267
Another example of an arts and culture tax is the county level cigarette tax in
Cuyahoga County, Ohio, which helps to support the arts and culture sector in
Cleveland. The county ordinance places a one-and-a-half percent tax of every pack
of cigarettes sold in the county. In 2015, a vote was taken to renew the county’s
ordinance and passed by 75.2 percent – a higher margin of support than any other
county issue in the decade since its inception, the tax has provided between $15
million and $20 million, although that amount is decreasing given the fact that the
number of smokers is currently declining.
● https://tinyurl.com/y79e64gb
A third example of cross sector arts and culture tax levies can be found in Denver,
which levies a sales tax of one cent per $10 (0.1%). The tax is focused specifically on
supporting the Scientific and Cultural Facilities District that was created in 1988 and
voted for renewal in 1994 and 2004. The tax currently raises over $53 million for
arts, cultural and scientific groups and funds such organizations as The Denver Zoo,
Denver Museum of Nature & Science, Denver Art Museum and Denver Botanic
Gardens, as well as approximately 250 smaller arts organizations throughout the
seven-county metro area that the legislation supports.
● http://scfd.org/graphics/uploads/Files/2016%20SCFD%20Statute.pdf
The cultural sector can also look to ideas from other sectors such as parks and the
environment that historically have received additional funding from specific (often
voluntary) fees added onto city utility bills. Recently these types of fees have also
been targeted towards the arts as well. One specific program is in Belle Plaine,
Minnesota where the Belle Plaine Parks Board and City Council have sought
additional ways to support youth recreational and community programming. To help
bolster general funds that go towards grants assisting in registration costs for youth
activities, they have created the Round-Up Program. It gives utility billing customers
the option of “rounding up” their utility bill to the nearest dollar. The funds gathered
from the program go directly towards the Youth Activity Grant Program.
● http://www.belleplainemn.com/utility-bill-round-program
In another example from Cedar Park, Texas the local Parks, Arts and Community
Enrichment (PACE) Advisory Board is funded in part by a voluntary monthly donation
on city water utility bills. Residents set the amount and all funds are directed
towards the public art program.
● http://www.cedarparktexas.gov/Home/ShowDocument?id=3891
May 22, 2018 Item #11 Page 48 of 69
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ADDITIONAL FUNDING AND FINANCING OPPORTUNITIES
Grants and Philanthropic Donations
The potential partnerships outlined within this plan are at the heart of what many
current state and national funders – such as the National Endowment for the Arts
and the California Arts Council – are currently seeking to support. Looking to identify
projects that function inside and outside traditional spheres of artistic production,
national, state and local funders often support communities that can leverage the
arts to help achieve goals in areas such as the environment, health and
transportation.
Carlsbad is fortunate to have both a Library and Arts Foundation and the Carlsbad
Friends of the Arts to serve critical roles in supporting the high level of programming
and services offered by the city. One of the primary implementation
recommendations is to provide a grant that would be given jointly to both
organizations in order to hire a grant strategist for two years. This grant strategist
would develop an overall strategy for arts and culture grants and create the initial
round of applications. The goal for the initial grant cycle would be to fund specific
programs and help the two foundations develop the administrative tools needed to
identify, write and administer grant projects in the future.
As the grants specialist surveys the local, state and national funding landscape, it is
important to note that specific grants will most often not cover annual operating
costs. They will however be able to help with the funding of capital projects, seed
funding and cross-sector placemaking projects that can bring many local partners to
the table in order to create arts-based community improvements. One source of
creative placemaking funding is the National Endowment for the Arts Our Town
program (https://www.arts.gov/grants-organizations/our-town/introduction) and the
Art Works program (https://www.arts.gov/grants-organizations/art-works/grant-
program-description), both of which have funded numerous Californian cities. For a
comprehensive set of Our Town program examples see the Exploring Our Town
website (http://arts.gov/exploring-our-town).
The California Arts Council also provides grants to local arts agencies with their
Creative California Community program (http://www.cac.ca.gov/programs/ccc.php),
which, like the NEA Our Town program, specifically seeks to create opportunities for
creative placemaking-type projects. Another California Arts Council program that can
help the City of Carlsbad achieve its Priority Action for creating artist residencies is
the Artists in Communities program (http://www.cac.ca.gov/programs/ac.php). This
program seeks to support artistic residencies in community settings and help
demonstrate that “artists are integral to healthy communities and that the arts …
brings people together, builds community and fosters social progress.”
It is important to note that, as the city and its supporting foundations embark upon
the development of a larger arts funding strategy, opportunities can be sought
outside of the arts world and traditional arts-based funders. Just as the National
Endowment for the Arts and the California Arts Council seek to fund communities
that are looking to achieve cross-sector partnerships that bring artists into
community development contexts, many funding agencies that traditionally support
other disciplines and other sectors can also be tapped for arts support. One such
example can be found in the area of transportation where funders are now realizing
May 22, 2018 Item #11 Page 49 of 69
45
the important role that the arts can play in creating visual enhancements, community
outreach and project ideation. The Americans for the Arts offers a guide on federal
funding for arts-based Transportation Enhancements
(https://www.americansforthearts.org/sites/default/files/pdf/get_involved/advocacy
/TransportationGuide07.pdf). More recently, Transportation for the Arts, a
transportation advocacy group, has written a Creative Placemaking Field Scan
(http://t4america.org/maps-tools/creative-placemaking-field-scan/) and started State
of the Art Transportation Trainings (http://t4america.org/creative-placemaking-
workshops/) in which communities receive tailored technical assistance to equip
themselves to utilize arts, culture and other creative approaches for solving specific
transportation problems.
Partnership Contributions
The collaborative relationships created within the context of partnerships that can
help to garner philanthropic donations can also help to bring additional resources to
city efforts such as volunteers, sponsorships, in-kind donations and additional staff
support. As this plan continues to be implemented it will be important to foster
strong ties with the private sector, which has traditionally served in a major support
role for cultural organizations. Carlsbad is fortunate to have a robust business sector
that understands the critical importance of the arts and culture for creating the vital
and dynamic sense of place that creative talent demand. This existing support should
be further cultivated through the creation of strong ties between the Cultural Arts
Office and the Economic Development Division along with fostering support and
recognition for the critical role that the arts play within private sector networks.
Private Development Incentives and Fees
Given the dynamic and interconnected nature of the arts sector to the larger
economy, general support for the creative sector is critical for the growth and
sustainability of arts and culture within Carlsbad. The city can help to foster
relationships between the creative sector and private sector industries. These
relationships can take many forms including philanthropic support, partnerships, in-
kind donations and project staff support. Additionally, the city can implement
specific policies that will help to steer private investment in the city towards the
support of the creative sector.
● Create an Arts Inclusion policy: The policy would outline parameters for
private developers when they incorporate artwork into new large-scale
residential, commercial and institutional projects. The policy can help to
frame conversations between the city and private developers looking to
place artwork or sponsor on-going arts events within their own
developments. The policy should address a strategy for creating art on
private development sites, proposed contribution (typically .5-2%), definition
of appropriate public art, artist selection criteria and project selection
criteria.
o Example of City of Suwanee:
http://www.suwanee.com/pdfs/public%20art%20developer%20guide.pdf
● Offer development incentives: Encourage the identification of specific arts
and culture contributions (such as public art or ongoing support for
temporary displays or performances) as part of Community Benefit
May 22, 2018 Item #11 Page 50 of 69
46
Agreement (CBA) conversations for future in-fill projects. CBAs require new
developments to be in conversations with neighborhood organizations and
identify tangible benefits for residents who live near a project, before the city
offers tax incentives or other development supportive services.
o National CBA examples:
http://somervillecdc.org/sites/default/files/scc-
minimal/files/national_examples_of_community_benefits_agreeme
nts_cbas.pdf
● Sponsorship of events and programs: In 2014, the City of Carlsbad adopted a
corporate marketing partnership policy (resolution # 2014-025) that enables
corporate entities to support city programs, events and services while
generating exposure for their brands among city audiences. These specific
policies can be reviewed as part of a larger effort to identify new and creative
funding streams for the programs and initiatives directed by the Cultural Arts
Office. To tailor the policy to the needs of the Carlsbad creative community,
the policy can be reviewed and compared to best practices of larger scale
arts organizations for the sponsorship and underwriting of artistic
productions. o http://edocs.carlsbadca.gov/HPRMWebDrawer/RecordHTML/392427
Working with Outside Developers for Live/Work Spaces
As cited earlier, the Cultural Arts Office, with advisement from the Arts Commission,
has identified that city residents wish to encourage arts and culture and enhance
community character and historic resources within the Village at large. The plan
specifically calls for fostering art in the Village and the Barrio areas in ways that are
connected in place and spirit yet retain the unique personalities of each. Arts and
culture can be a key component in developing this strategy, particularly with the
development of affordable live/work housing for local artists. Often unable to afford
both residential and studio space, artists may need to live outside of the areas that
would benefit most from their presence. The development of affordable live/work
artist housing can thus help to support both the creative community and the local
community in having access to rich traditions of cultural and expression within their
neighborhood. However, the development of affordable spaces for artists is
complicated and it is recommended that the City of Carlsbad reach out to
experienced and respected national organizations such as ArtSpace, to learn how to
best create workable strategies.
May 22, 2018 Item #11 Page 51 of 69
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IMPLEMENTATION CHART
TEN PRIORITY ACTIONS
As cited earlier, the Cultural Arts Office, with advisement from the Arts Commission,
has identified ten strategic priorities they will be pursing over the next three years.
1. Research and development of venue feasibility plan (Physical Realm 1.1 –
Partner)
2. Implement Mobile Outreach Strategy: utilizing a newly programmed Art Bus
and Mobile Stage (Daily Life 2.1 and 2.2 – Partner)
3. Support the continuation and development of Carlsbad’s festival and event
culture (Daily Life 1.1 – Partner)
4. Launch a pilot program to Integrate arts into the curriculum of Carlsbad’s
three Title 1 schools through a focus on STEAM (Learning 3.1 – Connector)
5. Explore programs for businesses to support professional and personal
development of employees including Business Park After Dark programming
(Business 1.2 and 3.1 – Connector)
6. Increase community grant funding and support (Daily Life 4.2 – Partner)
7. Support board development training for potential new board members for
local arts organizations (Business 2.4 – Connector)
8. Create a Trail Art program (Identities 1.1 – Leader)
9. Create a Guest Artist residency program (Learning 2.4 – Connector)
10. Create a Cultural Tourism Marketing Plan (Identities 3.2 – Leader)
In addition to these priorities, the other Action Items within the plan have been
ranked according to the timeframes in which they will be addressed for
implementation. Within the plan the following categories were used:
• Short-Term: 1-3 years
• Mid-Term: 4-6 years
• Long-Term: 7-10 years
The charts in the next section outline the Action Items listed above and identify the
partners, timeframe and resources needed to accomplish plan goals.
May 22, 2018 Item #11 Page 52 of 69
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CARLSBAD ARTS & CULTURE PLAN
ACTIO MATRIX-DAILY LIFE
'MlO 'MlEN HOW MUCH
ACTIONS POTENllAL PARTIIERS TIIEFRAME ESTIMATED RESOURCES
Action 1.1: Conmue to support and fostet" iebtionships, whie
partnemg with large-scale events wilhin Callsbad, such as Art in Village Barrio leaders, Boys Utilize existing staffing with
the v•ge, MSplash, La Costa Film Festival, Cadsbad Music and Girls Club, Carlsbad potential impact on current
Festival, and other local organizations that can help to create and Village Association, New programmin g. Staff time for
, oromote a feslival offerina for both resKlents and visitors. Villaae Arts 4-6 vears continued oversiaht.
Utilize existing staffin g with
Action 1.2: Slrean*1e city regulations ielated to street feslivals, potential impact on current
performances in the padcs, and slleet pelformeis for speciic local music and event programmin g. Staff time for
performance appropria,te places around the city. Create a FAQ professiona Is, Economic development and continued
sheet for ootential performers and allisls. Development Department 1-3 years oversight.
Utilize existing staffing with
potential impact on current
programmin g. Staff time for
development and continued
Action 1.3: Encourage terr.,araiy artwotts to be included in the oversight and delivery - plus
pbnning of cormunity celebrations and special events. local event producers 4-6 years $10K annual fund.
Utilize existing staffin g with
potential impact on current
programming. Staff time for
Action 1.4: Support city-wide iecogniion of October as Arts and development and continued
Humanities Month cross-department partners 1-3 years oversiqht and delivery.
Action 2.1: Investigate the possi>ilty of utmmg the city's Mobie
Stage for performance opportunities outside of the TGI F concert local community group Expand staff to incorporate
series including potential ientals as a revenue source. partners 1-3 years this new effort.
Outsource bus procurement
with potential expenditure
$75,000-$100,000.
Action 2.2: Procuie an "Art Bus" for city staff to deiver arts Additional programming with
programming to locations throughout the city. 1-3 years expanded staff.
Create one-time grant (to be
given jointly to both local
Action 3.1: Exploie opportunities to advance artist relationships cultural foundations) to hire a
with the local ~IY comrruniy, including funding for specific representatives from local grant wr~er and create city
, oroiect develooment. militarv communitv 1-3 vears cultural arants strateav.
Action 3.2: Wlllt wih local social selVice provi:leis to exploie Create one-time grant (to be
opportunities for Colaborative Partnership Programrr.-.g where given jointly for 2 local
people wilh physical or othet" types of chalenges can be local disability advocates, cultural foundations) to hire a
supported by the arts to exploie thei" own creativity and connect public health officials, mental grant wr~er and create city
with the aieatet" cormunitv. health advocates 1-3 vears ara nts strateav.
Utilize existing staffing with
Action 3.3: Create an "Access to the Art" program and seek local senior advocacy and potential impact on current
opportunities to expand scholarships, subSK!ies, and passes for social service agencies, programmin g. Explore
seniois and othet" groups identified as having &lancial banieis to Library and Parks funding with Utility Bill
arts and cultuie access. departments 1-3 years donation strateqy.
Expand staff to incorporate
Action 4.1: Wlllt wih neighborhood-based cultural activiy and this new effort as well as
enable O..ltural Arts Ofice staff to help neighborhood leadeis in recruit volunteers to support
the planning of instalaltions or events. local neighborhood leaders 4-6 years proposed activity.
Expand staff to incorporate
Action 4.2: Create a neighborhoods arts grant program to prowle this new effort with added
seed money and formaize a technical assistance program to help 10% annual increase in
local arouos imolement arts events and rimiects. local neiohborhood leaders 4-6 years aeneral fund arant support.
Action 5.1: Create a city-wide and/or regional event ismg wilh
curient art offerings around Callsbad. Be a resouice to local arts Visit Carlsbad, NGAN, local Expand staff to incorporate
mganizations to support more awareness of them-events, arts organizations, and arts this new effort depending on
resouices and setVices .. retailers 4-6 vears partnership arranaements.
May 22, 2018 Item #11 Page 53 of 69
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IDENTITIES
May 22, 2018 Item #11 Page 57 of 69
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May 22, 2018 Item #11 Page 58 of 69
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PROGRAM AND POLICY PRECEDENTS
EXAMPLES FROM OTHER US CITIES
The arts, culture and creative sectors across the United States are seeing a
renaissance of successful, innovative projects and ideas. Fortunately, it is also a time
when the field is looking to capture a tremendous amount of case study information
where others can find inspiration for their own work. The following selection of case
studies is offered as “food for thought” for the work of Carlsbad’s city staff, artists
and their supporters.
Identifying Innovative Ways to Provide Arts Programming
The Art Bus Project: Dedicated to public access to the arts, this “exhibit on wheels” is
housed in a repurposed school bus. It is a traveling showcase of eight American
artists who span a range of disciplines, ages and races. Traveling across the US the
artists invite the public on board to experience art, meet artists and get inspired. At
each stop, they host hands-on creative workshops designed to foster imaginative
thought and action.
https://www.theartbusproject.com/the-project.html
Local Arts Initiative
Whittier Neighborhood Mural Project, Sioux Falls, SD: In the Whittier neighborhood
of Sioux Falls, SD, a barren wall in the public park that served the city’s most
diverse neighborhood had become a site for graffiti. A class of intrepid 8th
graders imagined an alternative for this problem: a mural that would reflect the
identity of the community while filling in the blank space that had become a
target for vandalism.
https://www.arts.gov/exploring-our-town/whittier-neighborhood-mural-project
ROLE 1: PROVIDER
CONTINUE TO PROVIDE STRONG ARTS & CULTURE
PROGRAMMING
ROLE 2: PARTNER
SUPPORT ART AS AN ESSENTIAL COMPONENT OF DAILY LIFE
May 22, 2018 Item #11 Page 59 of 69
55
Public-Private Partnerships to Enhance the Public Realm
Co-Sign, Covington, KY: The City of Covington partnered with the American Sign
Museum to create CoSign, an initiative to provide local artist-designed storefront
signage to area businesses in a neighborhood targeted for economic redevelopment
and revitalization. With a focus on education for both small business owners and
artists, the initiative provided employment and training opportunities for artists while
creating new signage for small businesses to attract visitors to an area known for
commerce and creativity.
https://www.arts.gov/exploring-our-town/co-sign
Arts Education – Community Initiatives
Writing Lives, Missoula, MT: Missoula has a rich literary tradition, with many writers
living amidst its inspiring beauty. In its public schools, though, creative writing
instruction has tended to be piecemeal, with some schools able to afford it and
others not providing it. The Missoula Writing Collaborative set out to fill those holes
by developing Writing Lives, a program that would place professional writers in 4th
grade classes across the city. Like the many writers in Missoula’s history, the students
would treat the local context itself—the city and its natural surroundings—as the
subject of their work.
https://www.arts.gov/exploring-our-town/writing-lives
Resources and Ideas for Arts and Business Partnerships
pARTnership Movement: Americans for the Arts is the nation's leading nonprofit
organization for advancing the arts in America. Its pARTnership Movement is an
initiative to show business leaders that partnering with the arts can build their
FOSTER ARTS & CULTURE WITHIN THE PHYSICAL REALM
ROLE 3: CONNECTOR
EXPAND ARTS & CULTURE LEARNING OPPORTUNITIES
ESTABLISH RELATIONSHIPS THAT SUPPORT A CREATIVE
AND THRIVING ECONOMY
May 22, 2018 Item #11 Page 60 of 69
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competitive advantage. Online resources provide case studies for how specific
businesses were able to partner with their local arts community.
http://www.partnershipmovement.org
EXPAND ART AND CULTURE LEARNING OPPORTUNITIES
Connecting Art and the Environment
FLOW: Can You See the River?, Indianapolis, IN: Conceived by visual artist Mary Miss,
“FLOW: Can You See the River?” is a citywide public art project in Indianapolis that
reveals how the ordinary activities of citizens affect the health and future of the
White River water system. As a collaboration of artists, community organizations,
scientists and city planners, “FLOW” engaged the citizens of Indianapolis through
physical installations along the river, an exhibition and an online interactive mapping
tool (trackaraindrop.org) in order to enhance Indianapolis residents’ awareness of
the waterway and many of the river-related issues that affect their lives.
https://www.arts.gov/exploring-our-town/flow-can-you-see-river
Partnerships that Support Capacity Building
Arts Incubator of the Rockies: When the Fort Collins Museum moved out of the city’s
historic Carnegie Library Building in 2011, it left the City of Fort Collins with a vacant
property in one of its most impressive buildings. Reaching out to the community
through a series of public dialogues, the city asked residents how they would envision
using the building. What they heard was a strong desire to turn the space into a
community arts center–the Arts Incubator of the Rockies (AIR). Today the Arts
Institute is partnering with Berea College to provide more robust programming and
training in the arts.
https://www.arts.gov/exploring-our-town/arts-incubator-rockies
ROLE 4: LEADER
CELEBRATE CARLSBAD’S UNIQUE HISTORY & DISTINCT IDENTITIES
BUILD CAPACITY WITHIN THE ARTS & CULTURE SECTOR
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APPENDICES
KEY TERMS
Arts – Within this plan, the term “the Arts” is broadly defined and includes an
understanding of personal and creative expression through many forms such as
music, dance, drama, fine arts, folk art, literary arts, design and architecture, film,
radio and television, cuisine, digital media and many others. These different forms of
expression can be undertaken professionally or solely for individual reasons.
Arts Ecology - The general system of individual artists and arts organizations found
within a city that has an impact on the social and economic systems of the area. The
goal of a healthy arts ecology is to create strong arts organizations with stable and
increasing audiences that can in turn help to strengthen local business economies,
local hiring potential and job retention.
Creative Placemaking – A cross-sector practice found within city planning and
community development that intentionally creates partnerships between the arts
and culture sector in order to develop the quality and vitality of a place. Often
working with partners from public, private, nonprofit and community sectors, these
efforts look to strategically shape the physical and social dimensions of a place
through arts and cultural activities.
Culture – Broadly speaking, culture is both the expression and celebration of the
values of a particular community through its traditions, geography, cuisine, oral
traditions, fashion, literature, music and religious expression. Recognized through the
sharing of history, language and place, the arts are often a fundamental component
in the development and expression of a local sense of place.
Innovation - The process of iterative change that occurs for the development of
ideas, goods or services. Often with the intention of solving a problem, innovation a
major topic in fields of business, economic development and policy creation.
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LISTING OF CULTURAL ASSETS
Asset Type
Arts Commission City department, commission, or entity
Carlsbad Historical Society City department, commission, or entity
City of Carlsbad McGee House City department, commission, or entity
Cole Library City department, commission, or entity
Carlsbad City Library Learning Center / La
Biblioteca de Carlsbad Centro de
Aprendizaje
City department, commission, or entity
Parks & Recreation Department City department, commission, or entity
Library Department and Cultural Arts Office City department, commission, or entity
Library Board of Trustees City department, commission, or entity
Dove Library (including Cannon Gallery,
Schulman Auditorium)
City department, commission, or entity;
Museum or gallery; Venue
Carlsbad Sculpture Garden City department, commission, or entity;
Public art; Park/outdoor space
Carlsbad Friends of the Arts Community organization
Senior Center Community organization
Boys & Girls Clubs of Carlsbad Village
Clubhouse
Community organization
Carlsbad Village Association Community organization
Boys & Girls Club Carlsbad Bressi Clubhouse Community organization
Carlsbad Library & Arts Foundation Community organization
Carlsbad Friends of the Library Community organization
Carlsbad Community Church Community organization; Venue
Agua Hedionda Lagoon Discovery Center Cultural experience
Carlsbad Music Festival: St Michael's by the
Sea Venue
Cultural experience
Carlsbad Music Festival: Army Navy
Academy Chapel Venue
Cultural experience
Carlsbad Music Festival: Magee Park Venue Cultural experience
Carlsbad Music Festival: Carlsbad by the Sea
Venue
Cultural experience
Lego Land Cultural experience
Carlsbad High School Education
Valley Middle School Education
Buena Vista Elementary School Education
Jefferson Elementary School Education
Kelly Elementary School Education
Magnolia Elementary School Education
Carlsbad Village Academy Education
Carlsbad Seaside Academy Education
Gemological Institute of America Education
St Patrick Catholic School Education
LePort School - Carlsbad Village Education
May 22, 2018 Item #11 Page 63 of 69
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Carlsbad Montessori Center Education
Beautiful Saviour Lutheran School Education
Army and Navy Academy Education
Poinsettia Elementary School Education
Pacific Ridge School Education
Kuyper Preparatory School Education
Sage Creek High School Education
Calavera Hills Middle School Education
Calavera Hills Elementary School Education
Hope Elementary School Education
Carlsbad Art Farm Education
Pacific Rim Elementary School Education
Carlsbad Unified School District Education
Aviara Oaks Middle School Education
Aviara Oaks Elementary School Education
National University Education
Halstrom Academy Education
Giocolleti Music Center Education; Business
Carlsbad Oceanside Art League (COAL)
Gallery
Museum or gallery
Front Porch Gallery Museum or gallery
The Foundry Museum or gallery
Barrio Museum (aka Barrio Carlos) Museum or gallery
Green Dragon Tavern and Museum Museum or gallery
Museum of Making Music (MoMM) Museum or gallery; Music venue
The Flower Fields at Carlsbad Ranch Park/outdoor space
Strawberry Fields (Carlsbad Strawberry
Company)
Park/outdoor space
Batiquitos Lagoon Park/outdoor space
Ocean/beach Park/outdoor space
Leo Carrillo Historic Ranch Park/outdoor space; Museum or gallery
Alga Norte Community Park (TGIF concerts) Park/outdoor space; Music venue
Stagecoach Park (TGIF concerts) Park/outdoor space; Music venue
Calavera Hills Community Park (TGIF
concerts)
Park/outdoor space; Music venue
Poinsettia Park (TGIF concerts) Park/outdoor space; Music venue
National Association of Music Makers
(NAMM)
Professional organization
Bird of Paradise Medallion Public art
Caballeros Gates Public art
Carlsbad Golfers Public art
Carlsbad Shore Protection Sea Wall Public art
Carlsbad Village Entrance Public art
Coastal Helix Public art
Contemplation Public art
Father and Child Public art
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Historical Flowers of Carlsbad Public art
Marmalade Dragonflies Public art
Mother Earth and Father Sky Public art
Northwest Entrance Sculpture Public art
Photo Mural Public art
Tree for Elijah Public art
Untitled Public art
Young Singer Public art
10,000 Year Trail Public art
Coastal Rail Trail Public art
Crown Lair Public art
Flowers and Flames Public art
Leo Carrillo Entry Gate Public art
Swim and Dive Entry Panels and Mosaic
Pool Towels
Public art
Portrait Heads Public art
Skateboarder Public art
Spires Public art
Firefighter Heritage Installation Boxes Public art
Flying Shadows Public art
Photo Collages on Metal in Rock Shapes Public art
Sculptures in the Carlsbad City Children's
Library
Public art
Six Paintings Public art
Sports Cut-outs Public art
Theresa and Kristi Public art
New Village Arts Theater org; Venue
Carlsbad Theater Venue; Business
Omni La Costa Resort & Spa (home of
LaCosta Film Festival)
Venue; Business
Cinépolis (home of LaCosta Film Festival) Venue; Business
Carlsbad Crawl.com Virtual
May 22, 2018 Item #11 Page 65 of 69
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INTERVIEW AND FOCUS GROUP PARTICIPANTS
Organization / Affiliation Name
Artist Anne Mudge
Artist Bryan Snyder
Artist Paul Henry
Artist Kenneth Capps
Artist Janell Cannon
Assistant City Manager Gary Barberio
Assistant to the City Manager Jason Haber
Attorney Hap L'Heureux
Barrio Museum Ofie Escobedo
Batiquitos Lagoon Fred Sandiquist,
Carlsbad Arts Commission Tina Schmidt
Carlsbad Arts Commission Laurenn Prater Barker
Carlsbad Arts Commission Cathy Breslaw
Carlsbad Arts Commission Aaron Alter
Carlsbad Arts Commission Emma Jadhav
Carlsbad Library & Arts Foundation Jim Selover, President
Carlsbad Village Association Marty Volla
City Council Michael Schumacher
City of Carlsbad Community & Economic Development Glen Van Peski
City of Carlsbad Economic Development Christie Marcella
City of Carlsbad Library Learning Center Glynn Birdwell
City Public Artist (Fire Station 3) Betsy Schulz
City Public Artist (Safety Training Center) Michael Stutz
City Public Artist (Golf Course) TJ Dixon
Comet Design Nanette Newbry
Cruzan Jim Mandler
Cruzan Tom Wood
CUSD, Calavera Hills Middle School Judi Stapleton
CUSD, Valley Middle School Sue DeWulf
DD Studio Tracy Manning
Department of Parks and Recreation Mick Calarco
Department of Parks and Recreation Chris Hazeltine
Dragmaster - architect/developer Brett Farrow
Dragmaster - architect/developer Damian DeRobbio
Elevator Frank Cowell
Environmental Issues Advocate Mary Ann Eviney
May 22, 2018 Item #11 Page 66 of 69
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Flower Fields Joni Miringoff
Friends of the Arts Jackie Stone
Historic Preservation Commission Linda Geldner
Historic Preservation Commission Laurie Boone
Historic Preservation Commission Chris Garcia
La Costa Canyon High School Ron Lenc
La Jolla Historical Society Heath Fox
Legoland Lynn Crockett
LegoLand Jake Gonzales
Library & Cultural Arts Department Heather Pizzuto
Library & Cultural Arts Department Richard Schultz
Museum of Making Music Carolyn Grant
Musician and Carlsbad Residents Bonnie and Gunnar Biggs
New Village Arts Kristianne Kurner
North County Symphony Orchestra Bill Gilmer, President
Parks and Recreation Commission Ron Withall
Senor Grubby’s Justin Jachura
SMUSD, San Marcos Middle School Michelle Breyer
Special Projects Consultant Peder Norby
Viz Art Ink Gallery Gregg Visintainer
May 22, 2018 Item #11 Page 67 of 69
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CONSULTANT PROFILE
GO collaborative is a design and planning firm focused on creative, community design
and development. Their services include arts and culture master planning, arts
evaluation, creative placemaking design and development services. Founded by
Sarah Gamble, architect and Lynn Osgood, urban planner and researcher, the firm
combines their complementary backgrounds and passion for the public realm. GO
collaborative embodies the strengths of their diverse professional training with
experience providing creative and innovative services to connect people in
meaningful ways with the places they care about. The firm led the NEA’s efforts to
create Exploring Our Town, an online resource that highlights their Our Town grant
program and provides insights into how creative placemaking projects come together
across the nation.
May 22, 2018 Item #11 Page 68 of 69
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COMMUNITY FEEDBACK REPORT
Please visit:
http://www.carlsbadca.gov/civicax/filebank/blobdload.aspx?BlobID=35960
May 22, 2018 Item #11 Page 69 of 69
All Receive 1D [PffiWlfiS]lfl
For the Information of the:
{'cityof
Carlsbad
Memorandum
CIT'( COUN,CIL
ACM_./_ CA ~CCP,
Date 5·2.2.·RCM ,/ COO ./ --
May 22, 2018
To:
From:
Via:
Re:
Mayor and City Council
Heather Pizzuto, Library & Cultur
Scott Chadwick, Chief Operations O 1
Council Agenda Questions for May 22, 2018
Agenda Item #11
1. Question from Council: Are references to individual schools or school districts within the
Draft Arts & Culture Plan intended to be exclusive to those districts or schools?
Answer from Staff: Several items in the draft plan address potential work with schools.
In these cases, the intention is to work with all interested districts/schools serving the
Carlsbad community. The revised plan will generally reference districts/schools where
this is intended. The appendix listing Cultural Assets will be updated to include all
current schools/districts serving the Carlsbad community.
On page 30 of the draft plan, a reference to supporting STEM to STEAM learning
initiatives and promoting the development of innovation and creativity is described
specifically for Carlsbad's Title 1 schools. This is an intentional action item responding to
a community desire to ensure all students have equal access to those opportunities
without regard to financial limitations. However, it is not intended to limit STEM to
STEAM efforts only to those schools.
2. Question from Council: Are efforts to create a Trail Arts program limited only to paths
near business parks?
Answer from Staff: On page 35 of the draft Plan, Action 1.1 addresses a particular effort
to work with local businesses to create a Trail Art program on paths near business parks.
This responds to an interest heard from representatives of the business sector to use
the arts to encourage wellness and enhance the experience of employees. The draft
Plan also proposes an overall priority action of creating a Trail Art program that serves
the community in general and is not limited to paths near business parks. This will be
clarified in the final Plan.
3. Question from Council: What is intended when "City of Carlsbad" is listed as a potential
partner? Does this mean partnering with ourselves?
City of Carlsbad
1775 Dove Lane I Carlsbad, CA 92008 I 760-602-2056 t
Mayor and City Council
May 22, 2018
Page 2
Answer from Staff: References in the plan to "City of Carlsbad" as a potential partner in
achieving a strategy or action were intended to convey any city department or unit with
that potential. The revised plan will either specify the potential department/units or
indicate "City departments/units."
Cc: Kevin Crawford, City Manager
Celia Brewer, City Attorney
Gary Barberio, Assistant City Manager
Richard Schultz, Cultural Arts Manager
Carlsbad Arts & Culture
Master Plan
May 22, 2018
Richard Schultz
Cultural Arts Manager
Heather Pizzuto
Library & Cultural Arts Director
Overview
•Review the plan process
•Recap public input
•Discuss the themes and roles
•Review the top ten priorities
•Seek feedback from the City Council
Community Vision
Arts & Culture Plan Goals
Planning Process
Outreach Activities
Participants
•Leaders from arts, culture & historical organizations
•Business community members
•Educators
•Community supporters and advocates
•Artists & residents from different neighborhoods
•City of Carlsbad personnel
Activity Timeline
2017
•March to May: Focus Groups, Interviews and Survey 1
•June to August: Survey 2 with Expanded Outreach
•September & October: Developed Support Documents
•November to December: Staff Review of Early Drafts
Activity Timeline2018
•January & February: Input Summary and Revised
Draft Plan Released
•March: Developed Plan Preview
•April: Plan Preview Released with Survey
•May & June: Presentations to City Council
Public Engagement
•Social Media Campaign
•Electronic Media
•Print Media
Targeted Outreach
Multi-Cultural Outreach
•Engaged Local Specialist
•Face-to-Face Interactions
•Schools, Parks, and Churches
•Affordable Housing
Complexes, After-School
Programs and Restaurants
Support for Arts & Culture
How important a role do Arts & Culture activities play in improving the quality of
life in Carlsbad?
92% Arts & Culture is either
important (32%) or
extremely important (60%)
Arts & Culture Participation
(82%) participate either
monthly (36%) or two to five times per year (46%) in an arts and/or cultural event
Emerging Themes
1.Enhance Carlsbad’s distinct identities through arts
and culture
2.Support art as an essential component of daily life
3.Expand arts and culture learning opportunities
Emerging Themes
4.Enable art to enhance the physical realm
5.Enrich a strong and thriving business sector
6.Encourage greater capacity building in the arts
The City of Carlsbad’s Role
The current role of the Cultural Arts Office is focused on being a
provider of arts programs and events. Looking ahead…
•Leader: As a leader in the region recognizing the potential to
advocate in support of the arts
The City of Carlsbad’s Role
•Connector: As a connector bringing together different entities
to support and pursue mutual goals
•Partner: As a partner dedicated to collaboration as a key
strategy to increase the impact of the arts
Top Ten Actions
10. Create a Cultural Tourism Marketing Plan
9.Create a Guest Artist residency program
8.Create a Trail Art program
7.Support board development training for potential new board
members for local arts organizations
Top Ten Actions
6.Increase community grant funding and support
5.Explore programs for businesses to support professional and
personal development of employees including Business Park After
Dark programming’
4.Launch a pilot program to integrate arts into the curriculum of
Carlsbad’s three Title 1 schools through a focus on STEAM
(Science, Technology, Engineering, Arts and Mathematics)
Top Ten Actions
3.Support the continuation and development of Carlsbad’s festival and
event culture
2.Implement Mobile Outreach Strategy utilizing a newly
programmed Art Bus and Mobile Stage
1.Research and development of venue feasibility plan
Future Vision
Future Vision
Physical Realm
Action 3.3:Fund technology upgrades for the Cannon Art Gallery to enable the
space to function at contemporary standards for audio programming and
visitor support features.
Lifelong Learning
Action 2.4:Create opportunities for Guest Artist Residencies of 2 weeks to 2
months in length that would create the opportunity for master classes as well
as the potential for youth summer camps or other engagement events.
Future Vision
Enhance Cannon Gallery Technology +
Guest Teaching Artist Residency =
Taking Art to the Next Level
Next Steps in Planning Process
Revised plan to incorporate Council and community input
Final presentation June 26 for approval
Feedback & Questions
Arts & Culture Plan Goals